Future readiness is a capability. It can be developed.

I've spent twenty years in pharma, from R&D to medical affairs, and in recent years leading innovation. Until one question stopped me: innovating toward what?

We were building long-term pipelines, strategies, and investments while making assumptions about a future we had never truly explored. We couldn't clearly see how patients would behave, how healthcare professionals would evolve, or how emerging technologies would reshape the industry.

That's when I discovered strategic foresight.

And it is not what many people think. It is not about predicting the future. There is no single future to predict. It is a discipline for exploring multiple possible futures, identifying what matters, and helping leaders make better decisions with greater confidence.

I have applied foresight with medical, commercial, risk, innovation, and technology teams, exploring questions from the future of field forces to the future of healthcare itself. The result is always the same: greater alignment, clearer choices, and the confidence to shape what comes next.

Today, I bring this perspective to pharma leaders through Leading Futures. A former member of the World Economic Forum Global Foresight Network and an invited speaker at pharma and foresight conferences, I work at the intersection of healthcare, innovation, and the futures shaping our world.