CDSI-SC leadership is deeply misaligned with team and organizational priorities. There is a clear double standard in how budgets are managed. Team members are routinely denied conference attendance even if they provide detailed business justification, yet leadership frequently travels internationally—often multiple times a month—with entourages, raising serious concerns about unnecessary spending.
Despite being in a US-focused role, leadership has been based in the UK since 2018 with no apparent effort to relocate, resulting in avoidable costs and limited accessibility to the team. This physical and operational distance is reflected in a lack of engagement with ongoing work.
Leadership contribution to core scientific and operational activities is minimal. There has been no meaningful involvement in study design, trial troubleshooting, or execution support. Long-running initiatives such as “science of aging” have consumed significant time and resources over the past six years, yet have failed to produce any tangible outcomes—no product ideas, no clinical strategies, and no clear value to the organization. These efforts feel disconnected from real business needs.
It is well known within AA, that CDSI-SC leadership is primarily focused on personal visibility, networking, and self-promotion rather than supporting the team or advancing organizational goals. Team development, mentorship, and advocacy are lacking, which has negatively impacted morale.
