Computational LIfe is developing a Digital Avatar to accelerate the Design and Development of Medical Solutions.

SMMG MedTech stands for Sales & Marketing Mastermind Group MedTech. The group was founded by Zeke Zielinski in 2013 in Minneapolis, Minnesota. It’s a “Think Tank” of MedTech Sales and Marketing background Executives in the Twin Cities. Members have Sales & Marketing leadership roles currently or in their past and is made of Director Level and above of MedTech Executives that includes: VP of Sales, VP of Marketing, CEO, COO, GM, President and Venture Capitalists positions.

Founded consulting firm to support entrepreneurs and early stage companies with formation, strategy, fund-raising and accelerated growth plans.

Initially appointed to an advisory position to support corporate governance, product development, and commercialization efforts; followed by election to Chair of Board of Governors.

Partnered with the founder as Executive Director to build a Board of Directors, Medical and Scientific Advisory Board, and Team of Professional Sports Athletes as business advisors - all specializing in concussions - before being appinted CEO. The team will support fund-raising efforts as well as provide product development and clinical insights to support the commercialization a non-invasive treatment for concussions, also known as mild traumatic brain injury (TBI). Mild TBI's represent over 2.5 million of the 2.8 million TBI's that occurred in 2014 according the CDC.

Working with entrepreneurial lead and technical lead on an NSF I-Corps project related to the rare disease of dystonia, with a focus on vocal and cervical applications.

The PLSA is a non-profit, 501c(3) organization. I develop the annual budget, process membership dues, pay organizations bills, and report financial results quarterly to the Board of Directors and semi-annually to the members.

Recruited to strengthen medical device knowledge and experience on the board, assess management team, and enhance the strategic plan for growth and shareholder liquidity. With strong shareholder support, we successfully enhanced corporate governance, hired a new President and CEO and several key senior management team members, and in partnership with the new management team delivered a new strategic plan. Efforts resulted in attractive offers from several Private Equity firms, which provided the shareholders with the desired liquidity event. Held the following positions:- Chair of the Board of Directors: August 2017 - May 2018- Appointed Executive Director to Chair the Operating Committee and served as Interim-President and CEO: August 2017 - February 2018- Member/Chair of Compensation Committee: April 2017 - December 2018- Member of Audit Committee: January 2018 - December 2018

Lead marketing commercializing activities to support the anticipated launch of the Stellarex Drug Coated Balloon. Oversaw the design, development, and creation of the launch materials and developed sales training modules to prepare the organization for a successful launch. Managed the Key Opinion Leadership (KOL) program to enhance our communications with key physicians and internal team mates.

Intact Vascular is an early stage, venture backed, company focused on developing, clinically validating, and preparing for commercialization of a novel therapy for arterial dissection repair to improve clinical outcomes and reduce procedural cost.Completed a global market analysis and created a fact-based market model and marketing story to support the fund-raising effort; build a new corporate brand, messaging, and product positioning; educated the organization on the peripheral vascular market; new product opportunities; and developed support materials for the clinical studies.• Partnered with the CEO to create a new business plan and successfully raised $38.9 million Series B• Created investor presentations with supporting market model and source references• Updated the company’s brand and enhanced the value proposition and messaging• Promoted the value of the technology and new therapy using clinical data at major conferences and publications• Developed strong physician relationships to enhance and promote the technology and new therapy

Held Board Member, Treasurer, Secretary, Vice President, President, and Chairman positions over the 15 years with the organization.

Preventice is an early stage company focused on commercializing a remote patient monitoring system that will reduce hospital re-admissions and improve the quality of patient care after discharge.Recruited by COO to rebuild the marketing function, educate the organization on the market and medical device business, and develop a strategic plan with clinical and product pipelines based on market intelligence and the voice of the customer.• Rebuilt marketing department and developed a bottoms up budget• Partnered with the COO to develop a 3-year Strategic Plan that provided an exit and return for the investors• Supported the business collaboration effort to partner with eCardio Diagnostics (the third largest cardiac diagnostic company in the U.S.).

Cardiovascular Systems, Inc (CSI) is leading the fight against coronary and peripheral arterial calcified plaque – an under diagnosed and treated morphology that causes significant complications and increased healthcare costs.Initially hired to build the new coronary franchise. Demonstrated significant contributions during first 3 months, resulting in promotion to lead and grow the marketing team. Recruited and hired product management, medical education, market research, and marketing communications talent. Developed a new strategic plan, product pipeline, corporate brand, and communication plan to create market awareness and drive adoption of our new therapy. Moved into newly created commercial operations role to focus on maximizing sales and marketing programs.• Rebuilt marketing department to 20 employees and managed a $12 million marketing budget• Audited company brand and created new corporate brand, messaging, and value proposition• Led the development and training of new marketing programs and sales tools to drive focus and accountability – resulting in consistent revenue growth over eight quarter (25+% annualized)• Worked cross-functionally to align resources and programs on the new “calcium vision” and “message” to rapidly drive adoption of the new technology/therapy• Created territory optimization plans and key metrics to enhance our sales structure and pricing models• Lead major revision of product development process to enhance customer and market requirements• Provided global brand roadmap with product pipeline, reimbursement, and brand communications strategies• Prepared commercial presentations and narratives for and participated in Board of Directors meetings

SurModics, Inc. is a leading provider of surface modification and drug delivery technologies to the healthcare industry. A majority of their clients are interventional coronary, peripheral, and neuro-vascular companies.Led product marketing for the medical device business unit and marketing communication for corporate and three business units. Worked closely with the medical advisory board (MAB) and key opinion leaders (KOL’s) to validate technologies and strategies.• Completed strategic assessment of all business unit global markets and customer requirement, and prepared six business plans with financials to accelerate growth – including a low-particulate coating and a next generation drug-coated balloon technology for the interventional coronary and peripheral markets• Worked cross-functionally to ensure alignment of resources to execute and implement the new strategies• Developed and implemented a new brand that addressed the corporate and the three business unit needs• Developed marketing communication plans to better target our broad customer audience• Led development of a new integrated website (marketing, investor relations, and e-commerce)

Sulzer’s SpineTech worldwide spine division was acquired by Zimmer in 2005.Member of the executive management team that successfully conducted a turn-around of the business unit. Revenues which had been flat at $100 million for three years grew to over $200 million in four years with a focus on prioritized development, acquisition, marketing, and sale of new products.• Managed the annual business unit Strategic Planning process• Led due diligence teams, valuation, and negotiations on the acquisition of Abbott Spine in 2008, Endius in 2007, and the cervical plate from Encore Medical in 2007• Negotiated and maintained distribution agreements with U&I Corporation (South Korea), Tutogen Medical, Regeneration Technologies, Spinal Elements, and Pioneer Surgical• Negotiated over five license agreements to support internal development projects

An early stage, venture backed, company focused on developing peripheral interventional vascular and non-vascular stents.Provided leadership of the product management and marketing communication teams and $1 million budget. Ensured that customer and market requirements were identified, understood, and communicated to the development and sales teams. Led the development of sales training material and conducted training of a 65-person direct sales force in the U.S. and 12 distributors in Europe, Japan, and South America. Conducted product portfolio life-cycle management to optimize inventory, conserve cash, and provide efficient utilization of manufacturing resources.• Participated in a successful sale of IntraTherapeutics for $145 million to Sulzer Medica (l.k.a. Centerpulse)• Grew product sales from less than $5 million to over $20 million in three years• Led marketing efforts of the first femoral-popliteal approved stent product line (IntraCoil®), generating over $5 million of revenue the first year• As Project Lead, achieved a successful, on-time launch of the 6-french Protégé™ self-expanding stent• Project leader and marketing representative for the IntraGuard™ emboli protection development program• Worked with key opinion leaders (KOL’s) and Medical Advisory Board (MAB) on new product requirements• Led and wrote the strategic and business plan that was used in the company prospectus at time of sale

Boston Scientific acquired Schneider Worldwide in 1998. Boston Scientific is a worldwide developer, manufacturer and marketer of medical devices whose products are used in a broad range of interventional medical specialtiesLed the interventional vascular division’s evaluation and due-diligence of external products and insuring they aligned with customer’s needs and requirements.• Found a partner with key intellectual property and secured a distribution agreement to allow the guide wire franchise to enter a new market segment, generating more than $10 million in new revenue the first year.• Worked closely with the marketing and patent departments to evaluate over 225 business opportunities in twelve months, resulting in several licensing agreements.

Pfizer acquired Schneider, American Medical Systems, and several other companies to create a medical device division in the early 1980’s.SCHNEIDER WORLDWIDE (1995-1998)Recruited by President to revive declining interventional cardiology division sales. Promoted a year later to also support rapidly growing interventional peripheral vascular and non-vascular division. Role expanded to support worldwide business of both divisions a year later. Managed the market research department.• Led strategic product portfolio planning for global interventional vascular business units resulting in double digit revenue growth• Participated in U.S. product launch for the Wallstent® coronary stent, leveraging IDE clinical study data in additional to European sales experiences to drive more than $10 million in first year revenues• Collaborated with the Director of Marketing to rebrand global coronary product portfolio with integration of U.S and European operations to leverage manufacturing cost and increase revenues and gross margins• Participated in a new product innovation program at Pfizer to indentify, evaluate, and patent new products.AMERICAN MEDICAL SYSTEMS, INC. (1984-1995)Promoted to business development team to bring new technologies and products into the Urology business. Upgraded narrow implantable product portfolio through the acquisition of non-implantable endourology product line. Integrated sales, marketing, financial, research, development, clinical, regulatory, operations and strategic aspects into concise business plans and made go/no go recommendations to senior management.Joined privately held AMS as Computer Operator. Promoted six times over seven years to Project Leader supporting purchasing, production control, manufacturing, and inventory areas of the business. Managed a department of six employees and several contractors.