Brad Davis Email & Phone Number

Saint Paul, MN, US

Quebec City, Quebec, CA

• Cardiology med device company delivering innovative solutions based on proprietary optical technology ($48.3M CAD FY23 revenue, <300 employees, TSX:OPS). Acquired by Haemonetics in Dec. 2023 for $350M CAD, 7x TTM.
• Reported to CEO. Expanded direct reports from three to seven to build critical capabilities. Grew global team from 15 to 44.
• Newly created CCO role to accelerate Coronary revenue and launch novel Structural Heart platform. $19M budget.
• Drove 39% YoY growth in global coronary and structural heart revenue from $5.7M in Q4 FY22 to $7.9M in Q4 FY23 (Jun-Aug ‘23) compared to only 7% prior year growth vs. $5.3M in Q4 FY21, despite significant headwinds in.
• Established US HQ and turned over nearly entire N. America direct sales team of 12 and grew team to 31, while also overcoming a significant drop in revenue from Japan distributor that accounted for over 20% of global.
• Launched disruptive structural heart SavvyWire sensor-guided TAVI solution in nearly 10 countries, with over 6k patients served and over $5M CAD revenue since full market release in early CY23.

• Providing executive medical device consulting to navigate the journey from strategy to commercial success.
• Hired by COO of a privately held global drug-eluting balloon company to devise reimbursement and pricing strategies for coronary and peripheral IDE clinical studies to enter the U.S. market.

St. Paul, MN, US

• Leading medical device company ($259M revenue FY21, 740 employees, NASDAQ: CSII) founded on orbital atherectomy in the U.S. and expanded globally to deliver solutions for peripheral and coronary artery disease. Grew.
• Reported to COO. Grew from four to five direct reports and total team from 20 to 32 with 90%+ retention. $16M budget.
• Key leader for a bold strategic plan to go from a single-product U.S. company to a global multi-product company, resulting in an additional $10M/year in support devices revenue and $20M/year in international revenue.
• Created “Commercial Leadership Team” to aligning cross-functional planning/execution to hit revenue targets.
• Co-led board approved Digital Transformation corporate initiative with VP of IT to leverage digital as a company advantage.
• Responsible for board approved Competitive Response plan and Product Launch excellence process as a quality pillar.

St. Paul, MN, US

• Reported to COO. Added MarComm/MET. Grew from three to four direct reports and total team from 17 to 20. $11M budget.
• Office Based Lab (OBL) Strategy – Identified need, generated RFP, led Deloitte engagement with cross-functional team, and built “How to Win” strategy approved by board that delivered 20%+ revenue growth and market.
• Executive sponsor of cross-functional teams to deliver and execute Commercial Plan, Strategic Conference Plan and long-term Medical Evidence Plans.

St. Paul, MN, US

• Reported to VP, Marketing. Three direct reports. Grew total team from 8 to 11 after restructuring. $8M budget.
• Drove revising company mission and quickly created/led Franchise Teams and Business Portfolio Team for governance.
• Provided positive, unflappable leadership during perfect negative storm of new Corporate Integrity Agreement, significant recall, missed revenue, class action lawsuit, culture issues, CEO died from stomach cancer.
• “Stabilize, Focus, Execute” – Led shift from strategic plan to a board-approved 6Q plan to turn the company around. Led creation of “Calcium Offense” to drive revenue growth, in face of a 20% layoff and YOY budget.

Marlborough, MA, US

• Global medical device leader ($7B+ revenue in FY14, 25,000 employees, NYSE: BSX).
• Reported to VP, New Product Planning. Three direct, 13 total. Created HF global strategy, presented to Exec Committee. Created/led HF Franchise Team, 1st ever patient focused franchise, cross-functional executive team.
• Optum Labs – Drove process and signed “big data” deal to predict worsening HF as the Founding Medical Device Partner.
• Israeli HF Sensors deal – Led team to identify company in corporate development focus area of HF management, led due diligence and directly negotiated deal with CEO resulting in BSC as lead investor with strategic.
• Selected as best practice for Meaningful Innovation to present at VP and up Global Leadership Summit in Dec 2013.
• Led 2013 global strategic plan for $2B Rhythm Management Group (CRM, EP & Watchman) and global CRM Marketing Plan.

Marlborough, MA, US

• Reported to VP, New Product Management. Restructured four direct report, 13-person team to align with therapy franchises.
• CRM Business Planning Team (Chair) – Led governance body responsible for making investment allocation decisions for $300M+ annual global CRM clinical, technology and product development portfolio.
• One of four executives on Low Voltage & High Voltage Franchise Leadership Teams responsible for global strategy and execution of ~$2B in annual CRM revenue and led team to deliver all product concepts across entire CRM.

Marlborough, MA, US

• Reported to Dir, New Product Planning. Led six-person global team. Obtained exec approval for >$500M in R&D projects. Next generation pacemaker platform, high voltage platform, pacing lead, defibrillator lead, and.
• 100% retention of Product Managers for entire tenure as marketing manager (2004-2010), excluding actively managed performance exceptions, and championed several flexible work arrangements for unique circumstances.
• Led creation of global therapy franchise plans, product strategies and balanced 5-year BSC CRM portfolio.

Marlborough, MA, US

• Led six-person team to deliver robust LATITUDE VOC process and concepts for multiple generations of wireless high voltage devices, as well as significant investment in legacy devices, with ~250,000 patients on LATITUDE.
• Led team for LATITUDE International (>25 countries), navigating complex organizational design and multiple CEO reviews to deliver concept that balanced disparate customer needs, timing, cost and competing priorities.

• Global medical device leader ($3.6B revenue 2025, 12,000 employees, NYSE: GDT). Acquired by BSX for $27B in 2006.
• Reported to Dir, LATITUDE. Built 3-person team to launch first-to-market wireless Remote Monitoring system, redefining how CRM device patients are managed. Fastest adopted remote system, highest customer satisfaction.
• Drove LATITUDE strategic plan, annual marketing plan, pricing strategy and execution of continuation marketing.

• Reported to Regional Manager. 154% to Total Sales Plan (2003) – 103% Brady, 213% Tachy. Finalist for “Rookie of the Year”.
• Grew territory of < $50K to nearly $1M in 2003 on a run rate to double business through 1H 2004.

• Facilitated pilot and contributed to project with McKinsey Consulting to create U.S. pricing segmentation strategy and formation of centralized Strategic Pricing Group which resulted in increased brady ASP’s in 2002 to.
• Created robust Excel model used for all Regional Manager / Area Director ASP bonus targets and payouts in 2002.

• Pacemaker certified in < 3 months and defibrillator certified in < 5 months with no prior cardiovascular experience.

• Performed ROI analysis for 200+ person CRM field expansion and drove execution with U.S. sales management.
• Generated approach and model for Guidant’s first internally developed “plan-based sales plan” and led process with sales management to set and roll out 2001 U.S. sales plan at all levels.

Indianapolis, Indiana, US

• Delivered global analysis of the anti-obesity market. Determined market size, analyzed competitive landscape, recommended customer segmentation, and outlined required product profile attributes.

Englewood, Colorado, US

• Led 15-person team to develop, test, and deploy CSG’s first web-based intranet/extranet systems – an integrated customer data warehouse, call center system and software defect resolution system.

Englewood, Colorado, US

• Led reengineering effort to develop automated workflow system used by 10 departments and more than 200 employees to convert 100+ customers to CSG; single-handedly performed all process and software analysis.

Englewood, Colorado, US

• Reengineered production facility process that created over 300 million customer statements a year, resulting in an automated system that decreased errors by 30% and increased throughput by 20%.

Dublin 2, IE

• Developed plan and framework to test mainframe interfaces for an Ameritech billing system implementation.

Dublin 2, IE

• Determined user requirements, performed analysis/design, programmed and tested 100+ software windows and database procedures for engagements at Pacific Bell and Mutual of Omaha (Visual Basic, C, Oracle, COBOL, DB2).
• Reduced time to license agents from 15 days to three at Mutual of Omaha through process reengineering.

Mba, Marketing, Strategic Management

B.S., Business Administration, Communication Studies (Minor)