Ketan is the Associate Director of Business Operations for the Biologics Network at Bristol-Myers Squibb. His goal is to facilitate and supervise the production sites for the company’s Biologics Networks, which includes the manufacture of many life-saving medicines. Whether it’s the construction of a new plant or the moving of operations after a hurricane’s destruction, Ketan works tirelessly to ensure the supply chain of medicine is not broken.
Transcript
My name is Caton Guzrathie. I currently work at Burgmeier's Web. I'm the Associate Director of Business Operations for a biologics manufacturing network. Our biologics portfolio, which is all of our key brands for lung cancer, for example, comes directly out of the sites that I oversee, so my goal is to help facilitate our sites in executing whatever they need to to ensure reliable production and supply to our patients. So a perfect example is Hurricane Maria impacted Puerto Rico immensely last year and a lot of our products come out of Puerto Rico, so the disruption from the hurricane could really impact supply of life saving medicine, and sort of my job is to help figure out strategically can we move production elsewhere. As we're recovering from the impact, even though it was over six months ago, do we have adequate supply of our medicine in the marketplace and are patients getting access to it. You know, are we taking care of our people? And so that's sort of employee engagement, employee growth and development, and then the other piece of it is safety, like are our employees safe at work? So we have different indicators to measure the health of our objectives in both those areas and then from there, we look at how well are we executing on our operations in manufacturing, how well are we delivering medicine to our patient, are we doing that in a compliant, safe, efficacious way? So within right qualities, sort of bringing healthy medicine to the market. And then, at the very bottom of it, if you do all these things well, then you assume that you're gonna be doing it in a fiscally responsible way, so are we cost efficient? So if there's a safety incident, we have safety leaders at each manufacturing site. So once a month, for example, I'll facilitate a conversation between all of our safety leaders, you know, to share lessons learned, if there were any atypical safety concerns, and a site's already come up with a solution, we don't have to recreate the wheel, so then what I get to do is strategically share learnings and best practices across our network.
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