Leading an international team of mechanical and optical engineers dedicated to new product development for operating room equipment. Example product lines include tables, booms, surgical lights, modular walls, and hospital automation. Strategic NPD leader for the Surgical Tables portfolio.

Assessed inorganic opportunities (M&A, joint venture, licensing, distribution, co-development, investment, etc.) across business units (BUs) – Spine, Orthopedics, Bone Growth Therapies (PMF Stimulation), and Biologics. Acted as the company’s first-pass evaluator of technical and commercial viability for disruptive technologies across all clinical areas.Key Results Delivered:* Steered prospective deals through the BD process. Analyzed market landscape, strategic fit, operational synergies, and critical risk factors. Generated valuation models that were used to develop and negotiate terms structures. Summarized due diligence findings and presented recommendations to executives and division leaders. - Target Screening: Reviewed ~90 BD opportunities each year. - Letters of Intent & Due Diligence: Executed LOI / DD process for 7-12 prospective deals annually. - Transactions: Closed 14 deals over my final three years, including six as lone BD lead.* Led BU principals through process to identify portfolio gaps, establish evaluation criteria, and prioritize BD targets. Performed this exercise six times across BUs to address important competitive deficits/opportunities.* Revamped Excel financial models to standardize outputs, assess sensitivity to key assumptions (ASP, COGS, pull-through, etc.), and enable scenario analyses (alternate terms structures, development/regulatory delays, milestone variations, prolonged revenue ramp, etc.) to improve deal selection and terms negotiation.

Established a new Program Management function to integrate previously siloed functions and adapt the organization to FDA guidance that reclassified several amniotic therapies from loosely regulated Human Cellular and Tissue-based Products (HCT/P) regulated under PHSA Sec 361 to biopharmaceuticals regulated under PHSA Sec 351 and subject to stringent Biologics License Application (BLA) approvals.Key Results Delivered:* Developed a process to rapidly identify and screen 56 BLA program opportunities, then led a team of 25+ cross-functional group leaders in “deep dives” to evaluate market opportunity and critical risks along the value chain (R&D, clinical, regulatory, production, sales, etc.) for the four most promising programs.* Initiated a long-term (10+ year) product pipeline strategy to transition from deriving 100% of revenues from amniotic tissue products for wound care (time to market ~12 mo at costs <$1M) to >50% regenerative biologics for orthopedic or surgical applications (time to market >5 yr at costs >$10M)* Collaborated with Marketing and R&D to institute best practices for feasibility evaluations, project communication, resourcing & prioritization, and ongoing portfolio balancing to align with strategic objectives.

Managed engineers and NPD programs at a start-up developing implants from proprietary Molybdenum-Rhenium (MoRe) alloys. Highly involved in key opinion leader (KOL) selection and collaboration. De facto lead for all Marketing activities, including product strategy, VOC, forecasting, competitive analysis, and commercialization plans.Key Results Delivered:* Performed “Minimum Viable Portfolio” analysis to initiate R&D pipeline with three initial projects (MIS pedicle screws, TLIF/PLIF cages, sensor-based navigation) and a ranked queue of 26 potential follow-on programs. * Directed design of a novel pedicle screw that later launched as smallest (i.e., least invasive) system on the market.* Formulated a commercially viable pivot from original design plan after a major COGS challenge was revealed 13 months into development.* Spearheaded complex design for manufacturability (DFM) and process development efforts with vendors and in-house manufacturing to overcome difficulties with fabricating devices from MoRe material.* Assessed enterprise value for BD opportunities and capital raises using discounted cash flow (DCF) models.* Partnered with QA/RA Director to build company’s Quality Management System (QMS) from scratch.

Held responsibility for the spine product portfolio, including initiating feasibility projects, developing business case analyses, establishing project prioritization, and evaluating organic R&D projects and business development opportunities. Maintained frequent communication with sales and surgeon partners to incorporate voice of customer (VOC).Key Results Delivered:* Overhauled the Business Case process to: (1) enhance rigor in financial modeling, competitive landscaping, and risk evaluation and (2) provide clear user requirements to streamline kick-off of new development programs. * Devised a turnaround strategy in 2015 that required executive team approval of 11 new business case proposals. Over prior two years, spinal implant revenues had declined 12-14% YoY. Stop-gap line extensions slowed erosion to -4% in 2016. Executing the full plan drove double-digit growth and revenues of $92M in 2018 vs. $73M in 2016.* Introduced new tools to evaluate strategic fit and convey program status to in/external stakeholders.

Managed a group of engineers and designers responsible for a mix of organic development, acquired product integration, and sustaining engineering projects. Represented Spine R&D for FDA and notified body (CE) audits/inspections. Collaborated cross-functionally to champion numerous process improvements in areas such as Design Controls, Risk Evaluation, Project Management, Sterilization/Cleaning, and Design for Manufacturing (DFM).Key Results Delivered:* Project leader and/or significant development contributor on nine commercialized product lines.* Established intern program to develop local engineering talent, resulting in >80% FTE conversion rate.* Facilitated >50 cadaveric sessions with surgeons and sales reps for medical education and design validations.* Evaluated >30 invention disclosures while serving as Intellectual Property Liaison to patent counsel.

Spinal implant and instrumentation systems - R&D project leadership, pipeline development, process improvement, and personnel management

Spinal implant and instrumentation systems - Product Development and cross-functional project management

Led cross-functional teams in new product development, innovation, and FDA remediation. Analyzed market potential and generated concepts for disruptive technologies with a focus on outpatient surgery and robotics.Key Results Delivered:* Triathlon TS (Revision) Knee System: R&D lead for differentiated Trial Cutting Guides instrumentation. Hired midway through project and developed TCG set in <8 months to bring back on track for launch alongside standard instruments. * Knee Remediation: In response to FDA warning letter, led a team to assess and correct Design History File (DHF) gaps via testing/rationales, tolerance analyses, retrospective user evaluations, and manufacturing capability studies.* Triathlon Partial Knee Replacement (PKR): Designed femoral instruments. Reduced total set cost by 15% via DFM. * Robotic Surgery Investigation Group (later became Stryker IMT division): Member of an interdivisional team tasked with evaluating haptic robotics. Conceptualized minimally-invasive implants to leverage the proposed system’s capabilities.

Supported research productivity for a drug discovery start-up. Designed enhancements, performed maintenance, and implemented automation solutions for chemical assay equipment (utilizing optics & robotics) and liquid handling instrumentation. Key Results Delivered:* Implemented a calibration, maintenance, and service request system that improved uptime from 78% to 94%. Allowed for canceling service contracts on 21 Caliper high throughput screening systems, saving ~$800K annually.* Designed and prototyped equipment modifications for cell-based microfluidic assays which was the central piece of a $1M tech transfer deal with Caliper Life Sciences (later commercialized)