Foundation Medicine

A regulated commercial team where the work was already moving.

Foundation Medicine is a healthcare and biotech company focused on genomic cancer diagnostics — the kind of environment where regulatory expectations, cross-functional teams, and fast-moving commercial work all operate at the same time.

As a Project Manager on the commercial operations side, I supported workstreams tied to website updates, content access, budget tracking, vendor coordination, sponsorship requests, approval workflows, and event planning.

Most of the work was already moving. What was missing was a way to see it.

The paths behind the work were manual and scattered.

Many of the paths behind the work were manual, distributed across different places, or dependent on multiple handoffs. Requests for sponsorships and events moved through email and spreadsheets. Approvals that should have taken days were taking weeks — and seeing what was approved, pending, or still needed follow-up required cross-checking old files and asking the right people.

Sales teams downloaded assets from three separate platforms and sent them as email attachments, with no way to know what was current, what was approved, or whether a client ever opened them.

Four areas. Four paths. One clearer outcome.

Each area needed its own structure. The shared destination was the same — work that was easier to see, track, and move forward.

• 01Approval workflows — a trackable path from intake to payment, with visible status at every stage. Weeks became days.
• 02Digital assets — 1,000+ assets reviewed with every department, narrowed to 150 core resources in one platform used by 350 team members.
• 03Budget visibility — event and sponsorship spend tracked, projected, and presented to leadership on a regular cadence.
• 04Website — a platform migration and direct content access that removed vendor handoffs from routine updates.

A clearer operating layer for commercial work.

Requests had a path. Content had a home. Spend was visible. The website had fewer handoffs. Built collaboratively with compliance and managed on the commercial side.

Because structure existed, work moved more clearly.

A process that used to take weeks moved in days, and everyone could see where a request stood without having to ask. Teams worked from one source of approved content — and for the first time had visibility into whether what they sent was opened and used.

Leadership had a current, accurate view of commercial spend on a regular cadence, without someone assembling the picture by hand first. A community give-back program grew from 250 donation bags in year one to 500 bags and books in year two.

Visibility was the deliverable.

The work here was rarely about adding new tools. It was about making the existing work visible — giving requests a path, content a home, and spend a clear picture. The next person inherited a clearer starting point than scattered files and separate systems.