Responsibilities of an Assistant Program Manager at American Biotech Co.
Angel's day as an Assistant CapEx Project Delivery Program Manager at American Biotech Co. begins with a leadership meeting providing logistical and safety updates for ongoing projects within the 24/7 manufacturing plant, ensuring "we're not affecting the manufacturing process". The remainder of the day involves coordinating project requirements across various departments, holding weekly meetings to prevent project conflicts, and personally managing projects to maintain timelines and avoid impacting operations, prioritizing "making the product so we can continue to support and take care of our patients".
Project Management, Communication, Teamwork, Problem-Solving, Leadership
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Undergrad
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Angel Torres
Assistant Program Manager
American Biotech Co.
University of California, Davis
University of Oklahoma, Master of Arts in Organizational Leadership (2022); University of California, Los Angeles, Masters in Business Administration (2025)
Political Science, American Studies
Biotechnology & Pharmaceutical
Operations and Project Management
Disabled, Scholarship Recipient, Veteran
Video Highlights
1. Assists in maintaining various project cadences and provides daily updates on project logistical impacts, safety, and operational perspectives to second-level leadership.
2. Ensures project requirements are integrated across different site sections (facilities, engineering, manufacturing, automation) through synchronization meetings.
3. Prioritizes the integration of capital expenditure projects without disrupting the ongoing biotech manufacturing process, balancing project milestones with operational needs and patient care.
Transcript
What does a day in the life of an assistant CapEx project delivery program manager look like?
I have a lot of different cadences that I have to maintain on this role. The first thing I do every day is our second level of leadership meeting. In that meeting, I provide updates on the overall logistical impacts of the projects we're continuing to make progress on.
I discuss these impacts from safety, operational, and logistical perspectives on site. That's usually my first 10 to 15 minutes, where everyone at the second level of leadership provides updates. We ensure we're not affecting anyone from a safety perspective and that our biotech media manufacturing continues without issues.
It's not a long meeting, but it takes a lot of work to get ready. This is your startup, your early standup for the day. It's virtual, which is nice to accommodate a lot of our workforce, as it's a 24/7 manufacturing plant for biotech vaccines and other cell therapies that we provide.
The rest of my day is catching up on project requirements and ensuring they're fully integrated into the site. This involves different capacities and subsections of the site, including facilities and engineering, manufacturing, and automation. I hold meetings to synchronize all these efforts, ensuring everyone understands what we are doing.
Once a week, I hold a logistics and safety meeting. The leadership of all projects under our capital expenditure program needs to be fully integrated. We need to ensure projects aren't affecting each other, as you don't want to stop a project if you're expending capital on it.
These projects are programmed to start and end at specific times. After that, they become a qualified and commissioned asset, and then you start the rest of the finance processes. That's why we have to make sure we're not affecting each other.
Most importantly, we ensure we're not affecting the manufacturing process. Although we have capital expenditure commitments for improving and revitalizing the site, we cannot change the perspective that this is still a biotech manufacturing plant. We have to make the product to continue supporting our patients.
This takes about 45% of my workload. On top of that, I work as a project manager myself, ensuring my projects are fully integrated with our site engineers, site scheduler, and master scheduler. If I need workers to change a process, equipment, or install something new, none of that should affect the site's operations or the capital expenditure projects' day-to-day activities to accomplish their milestones on time.