Working with the senior management team to execute on the commercialization of the company

Amplity Health is a portfolio company of Altamont Capital Partners and has the expertise, people, and infrastructure to meet a wide range of medical and commercial challenges of bio/pharma companies

• Advise PE investor on acquisitions ranging from < $5M to > $200M EBITDA in pharma outsourcing/HCIT• Directed due diligence of multiple acquisitions• Interim CFO at PE-owned pharma outsourcer; set up monthly reporting package and first global budget for investors; led creation of opening books, purchase price allocation, ERP selection, and change of auditors• Analyzed the cost structure of a privately-owned CDMO to identify problems and created roadmap to profitability; created workplan for GAAP-to-IFRS conversion and taking sister company public in HK

PE-owned CDMO with manufacturing sites in US mainland, Puerto Rico, and Italy- Executing a fundamental restructuring of group companies to reduce effective tax rate and reduce risk- Negotiated contracts favorably in conjunction with plant shutdown to ensure supply to customers, retain workforce, and generate adequate cash flow- Worked with CEO to prepare and present growth plan and strategic options to investors with clear alternatives and outcomes

Analytical Wizards is revolutionizing healthcare analytics, combining AI/ML, technology, and healthcare expertise to accelerate business performance to improve patients’ lives.- Advised the company on raising capital and other strategic alternatives- Led process for sale of 100% of equity to Definitive Healthcare (NASDAQ: DH)

Start-up CDMO whose investor financed a brand-new state-of-the-art GMP API manufacturing plant• Drove readiness of company to raise growth capital by reworking financial statements to conform to US GAAP, and instituting financial, operational and management processes• Negotiated an important line of credit with a bank despite founders' skepticism of it as an option• Sold majority share to a strategic investor allowing current investors to exit

~$200M leader in healthcare technology, data and analytics with ~1,000 employees• Led Finance, Strategy, Corporate Development and Corporate Functions• Upgraded Finance team to be "IPO ready" and able to support a publicly-listed company when needed• Defined accountabilities and drove cost savings resulting in performance to exceed budget in first year• Drove initiative to create product development organization in Bangalore, India to arrest margin erosion• Presented company progress and plans to PE investors, lenders and rating agencies; raised $150M

NASDAQ-traded $2 billion global Clinical Research Organization (CRO) serving the bio/pharma industryChief Strategy Officer (reporting to CEO, leading Strategy and Corporate Development) (2013 – 2014)• Identified specific risks to the company’s business beyond the 3-year timeframe and built plans to address them including identification of new business opportunities and pursuit of acquisition targets• Drove best-shoring strategy to lower operating cost structureCorporate Vice-President – Finance, Strategy and M&A (dual reporting to CEO and CFO) (2007 – 2013)• Directly led finance teams at higher-risk divisions ($150m to $800m) at CEO/CFO request; identified and groomed successors; upgraded operational finance teams to support businesses• Introduced capital spending evaluation and controls processes to ensure proper resource allocation• Diagnosed critical operational issues to address 10-points margin decline in largest division ; kicked-off initiative to change key processes to stabilize and eventually improve margins• Led $200m acquisition of a UK public company, PAREXEL’s largest (and first public company)• Completed the $70M acquisition of a regulatory outsourcing provider in record time; acquired a reimbursements and market access company to fill key gap in the company’s service offerings• Continually improved strategic planning – acknowledged as “best ever” 6 years in a row by the Board

NYSE-traded life-sciences company with both pharmaceutical and biotech businesses; revenues of ~US$450M ($250M post-divestiture)Reported to CFO; direct reports were Directors/Manager of Corporate Development, Treasury, and FP&ATreasury• Managed investors/lenders to execute on ~$400M special dividend• Reduced borrowing costs through two favorable $200-300M revolvers with bank groups• Led study to align pension assets with liabilities using leading-edge analysis and monte carlo simulation• Repatriated ~$100M to US in tax-efficient manner pursuant to AJCA/HIA• Re-engineered treasury operations and systems reducing headcount and improving service levelsControllership• Guided field controllers on revenue recognition issues during a gap in corporate controllers • Interpreted and implemented FIN 46, and prevented potential consolidation of a private entity• Successfully defended critical positions with External Auditors on technical financial issues including cost of capital for FAS 142/144, and projected rate-of-return on pension assetsFinancial/Strategic Planning and Corporate Development• Developed key analysis for Board to consider strategic alternatives; key player in process that culminated in sale of two of the company’s three business segments at 15 x EBITDA for $460M; returned ~60% of market cap of company as special dividend• Conducted valuation and due diligence on acquisition targets ($50 - $300m valuation ranges)

Planet One is the holding company for technology investments of a group of private investorsManaged Mergers & Acquisitions including sourcing, negotiating and structuring deals, as well as conducting due diligence and leading post-merger integration; CEO of Planet PSG, a portfolio professional services company; Board member of holding company• Structured and negotiated acquisitions of four businesses in Australia, India, Philippines and China• Led negotiations to acquire a US-based technology development division of Nortel; identified potential exposure on IP issues and successfully advised Planet One to abandon deal

Leading eBusiness Systems Innovator helping clients build world-class eBusinesses. At its peak, Scient had a market capitalization of ~US$10 billion in mid-2000Built the firm’s delivery capability in Asia; appointed to the Board of Directors of Scient International• Grew office from scratch to 75 people within a year with revenue run rate of ~$25M per year • Led investor relations and marketing activities, including interviews with TV and print media as well as industry and investment analysts, to build the Scient brand in the region• Obtained financial incentives from government enabling Scient to use Singapore as the International Headquarter to manage non-US acquisitions and revenues

Leading international strategy consulting firm providing strategic advice to senior managementImpacted key decisions at clients in several industries; worked across functional areas such as Corporate Finance, Strategy and Operations. Representative projects:• Demonstrated that a “conglomerate discount” existed on a $30 billion consumer goods company; quantified value from selling-off a division resulting in its spin-off• Advised major health care provider on the application of financial principles, and their best practices, to measure and manage the organization• Analyzed competitive position of a major consumer goods company; determined competitors’ product profitability; developed specific pricing strategies which drove major pricing changes• Led a post-merger integration team to combine 3 major divisions of a high-tech industrial goods company; identified more than $50 million annual savings in combined operations

Leading international consulting firm for change management and systems implementationDirected large multi-national project teams in 3 countries; helped prepare successful proposals for more than US $10 million; mentored junior colleagues; leadership roles on projects to design, develop and implement large-scale integrated financial systems such as:• Project-managed a multi- year revamp of financial systems (to SAP) for Malaysia’s national oil & gas company; led design of chart of accounts for full group; led conversion across 5 geographies• Project Leader on fully integrated financial systems (on SAP) for Singapore Telecom: led teams for project accounting, fixed assets and costing