• Led downstream marketing and marketing communications organizations across breast and skeletal screening, ultrasound and minimally invasive breast surgery portfolios• Defined and build go-to-market strategies leveraging unique combinations of capital, software/AI and medical devices• Drove synergies in Marketing, Pricing & Contracting and Brand Communications across organization

• Building and managing nine-person team including two group managers focused on developing, aligning and driving marketing strategies for the +$800m global Aortic business• Re-establishing global marketing approaches from customer focused product and portfolio messaging through new creative executions for all sales and influencing channels• Collaborate closely with geography partners to execute commercial strategies with particular attention to ‘Big 4’ regions – US, WE, Japan and China• Define and develop digital strategy to optimize social media presence with physicians and patients• Drive global conference planning including VEITH, Charing Cross, CIRSE, LINC and SVS• Develop global launch plans for pipeline products

• Built and managed twelve-person team focused on sales strategy, operations, sales training and commercial information (salesforce.com) for the +$700m US Coronary-ECT businesses– Collaborated with VP, US Sales to develop and execute US Coronary-ECT strategic plan and quarterly AOP performance. Met or exceeded AOP each year. Presented plans on on-going basis to senior executives through quarterly reviews– Drove district-level QBRs focused on financial performance, key customer initiatives and contracting strategies in collaboration with VP, US Sales– Worked cross functionally to determine product launch objectives and critical success factors for next-gen products including Resolute Onyx, Euphora POBA, DxTerity and TRA. Drove operations workstreams including segmentation analytics, launch planning tools, pricing strategy and sales leadership alignment– Partnered with Supply Chain on an on-going basis to develop comprehensive demand plans as well as align on OPC and inventory reduction strategies – results met or exceeded plan on annual basis • Served as key field leadership presence for Sales and Corporate Sales teams to achieve AOP– Developed targeted National IDN strategy with novel scorecard and in-depth field engagement– Presented Medtronic competitive clinical and contract differentiators to physicians and administrators within top 30 IDNs• Drove pricing governance and continually assess novel pricing strategies– Represent Coronary on Pricing Board, collaborate with Corporate Sales and field leadership teams on appropriate RFP responses and strategies– Achieved at or above-plan ASP performance resulting in incremental $10m revenue upside in FY19 while driving DES share to high of 40% and #1 market position with 20% YoY unit growth• Drove MDT Diagnostics and Acist co-sell field execution

• Managed four-person team to track global markets, identify and assess growth opportunities– Team analyses included care continuum, STEMI, cardiac rehab, telehealth, CVIS and disruptive cardiovascular diagnostic technologies• Led the FY13 and FY14 global Strategic Plan for the then ~$1.8bn Coronary-RDN business– Directed critical corporate deliverables including IR, QBR and AOP presentations and analyses

• Managed team of four and $3m budget focused on US customer education (peer to peer) • Guided the creation of training, messaging, marketing tools targeted to healthcare executives

• Led launch planning and execution for the Integrity BMS US launch, September 2010 – Exceeded FY11 AOP ($57.4m vs. $71.3m actual), increased account footprint by over 300 • Led FY10 “Play to Win” sales and marketing strategy, generating $11m incremental revenue

• Analyzed capital structure and financing needs for healthcare and consumer product companies• Representative transactions include: – InterMune – $78m follow-on. Worked with team to craft clear revenue story and execute road show – Virtual Radiologic – $78m IPO to fund continued growth in tele-radiology interpretation services – Philip Morris International – $108bn separation from Altria to unlock additional shareholder value

• Developed model and credit memo for Bain Capital and Catterton’s $3.5bn OSI Restaurant buyout • Performed due diligence and assembled pitchbooks on biotechnology and healthcare companies

• Managed US pharma and biotech clients – grew revenue 35% to $1.35m in one year