Leah Stevens
Global Head of Project Management Office @Dechra
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WORK HISTORY
Global Head of Project Management Office @Dechra
Established a Project Management Office for a ~1,200-person business unit across 6 global sites, creating an integrated delivery model connecting strategic priorities to execution in a regulated environment.• Created a Transformation Office within the PMO to drive business unit and enterprise change—defining the transformation roadmap, shaping initiative charters, setting value targets, and ensuring adoption through structured change leadership.• Designed and implemented portfolio governance (intake, prioritization, stage gates, decision forums) improving transparency, speed of decision-making, and delivery predictability across a complex portfolio.• Built executive operating cadence and reporting to enable consistent leadership decisions on risk, capacity, sequencing, and investment tradeoffs.• Standardized program and project methodologies, tools, and templates across sites while keeping processes pragmatic for operational teams.• Strengthened cross-functional alignment across manufacturing, supply chain, quality, engineering, and enabling teams—clarifying accountability, escalation paths, and performance expectations.• Developed PM/initiative leadership capabilities (role clarity, coaching, training, community of practice) to raise organizational maturity and create durable execution capacity.
EDUCATION
UNH Peter T. Paul College of Business and Economics
Business Administration and Management, General
The George Washington University School of Business
Master of Business Administration (MBA), Information Systems / Information Technology
Stevens High School
High School Diploma
University of Southern Maine - School of Business
Bachelor of Science (B.S.), Marketing
SKILLS
ABOUT LEAH STEVENS
At Dechra, a global veterinary pharmaceutical company, I established and currently lead a Project Management Office for a ~1,200-person manufacturing and supply business unit spanning 6 global sites plus the above site division. Within the PMO, I also built a Transformation Office to strengthen strategy-to-execution: shaping the change agenda, aligning leaders on priorities, and ensuring initiatives deliver measurable business value while maintaining quality, compliance, safety, and continuity of supply.My approach blends discipline with practicality—governance that enables decisions (not bureaucracy), portfolio management that clarifies tradeoffs, and delivery practices that scale across sites and functions. I’m recognized for bringing structure to ambiguity, aligning cross-functional stakeholders, and building capabilities that endure beyond any single program.Core Strengths• Establishing global PMOs and transformation offices that stick• Portfolio governance, prioritization, and benefits realization• Multi-site execution across manufacturing, supply, quality, engineering, and enabling functions• Strategic planning, prioritization, and resource/capacity management• Building leadership routines: operating cadence, decision forums, transparency, and accountability• Risk management, stage gates, and benefits realization• Elevating PM maturity and change adoption across diverse site cultures
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