As Chief Patient Experience Officer for Novartis US, Katie leads Novartis Patient Support (NPS), the organization whose sole focus is to ensure that anyone prescribed a Novartis therapy can start—and stay—on treatment.
Patients deserve to be seen and supported, beyond their diagnoses. The work that we do in NPS ensures that Novartis US develops comprehensive and supportive programs with the whole person in mind and that patients face fewer barriers to getting the innovative care they deserve.
Katie joined Novartis US as Vice President, Special Projects, and a member of the US Leadership Team in 2024. In that role, Katie advanced corporate priorities to accelerate Novartis’ ambition to be a top player in the US market, including heading the leadership development and engagement programs for the country’s most senior commercial leaders.
For nearly 20 years, Katie has built and led global organizations focused on improving the experiences of patients and healthcare professionals. Prior to joining Novartis, Katie held roles in research & development, supply chain, and commercial functions at Johnson & Johnson, and most recently served as Senior Vice President, Patient Engagement and Customer Solutions, where she was responsible for delivering frictionless experiences for patients and healthcare professionals.
Katie is a people-first leader who is passionate about the roles leaders play in creating the environment for innovation and growth. She is a mentor to many talented men and women in healthcare and has been a champion of employee resource groups throughout her career.
Katie earned an MBA from The Wharton School Business at the University of Pennsylvania and a Bachelor of Science degree from Clemson University. A lifelong learner, she has continued to study Artificial Intelligence and Data Science at UC Berkeley Haas School of Business and The Saïd Business School at the University of Oxford.
Outside of Novartis, Katie enjoys outdoor activities and traveling to new places with her family and their labrador, Dolly.
