Allison is VP Business Unit Head of Food at Wacker.
With nearly 20 years in the pharmaceutical and life sciences industries, Allison has a keen business acumen balanced by a strong technical background.
As Vice President of Head of Global Innovation at Lonza, Allison was handpicked by the CEO to transform the company’s high-risk / high-reward innovation program while gaining transparency and strategic alignment across the entire organization.
In 2013, Allison became VP of Global Product and Applications Development and was challenged to strengthen the product portfolio for the nutrition, personal care, and hygiene product lines, utilising a team across four continents.
Related posts
The RADMA trustees meeting was hosted by Wiley Business in Oxford
Setting up technology transfer transactions can be a minefield in which programs can fail despite having excellent technology and market potential. Cameron Begley and Allison Haitz discuss some of the reasons for this.
The art comes in anticipating where these things will move, as the challenge with R&D management is that you need to be thinking ahead of where markets are. Cameron Begley in conversation with Allison Haitz explores how to develop leadership skills in this podcast.
Links between culture and clock speed do exist. Cameron Begley in conversation with Allison Haitz explores the connections between clock speeds, culture, technical discipline and markets in this podcast.
An appreciation of cultural sensitivities is helpful if you want to work collaboratively at both an individual or corporate level. We asked Dr. Hajime Endo, Executive Consultant for TouGas Oilfield Solutions, about his experiences of managing international R&D projects and how he went the extra distance with his Japanese colleagues.
Procter & Gamble is a global consumer products company, the R&D activities are strongly driven by consumer needs and as a result the clock speed is fast. Many projects complete within six months to a year, with management requiring status reports every two weeks. Dr Hajime Endo now of TouGas Oilfield Solutions compares his experiences at P&G with those of Hoechst to explain how the end customer can drive the culture of an R&D organisation.
As the range of knowledge required for global innovation becomes wide and more varied, co-location is no longer sufficient.
