David Foster Email & Phone Number

San Francisco Bay Area

Recruited as an outsider by a new senior Pastor to help implement significant change within a 150 year old, San Francisco-based, 900 member, reformed Presbyterian church- Participated in a team project to develop a new Mission Study (similar to a strategic plan) and led education and discussion sessions for Board members on strategic financial issues and scenarios- Reorganized and led several $3 million annual financial planning & budget processes involving pledging, outside rental income, Foundation endowment support and all operating and capital expenses; supported donor development and fundraising staff to report clear and cohesive data; assisted Foundation Trustees in hiring new investment advisors and implementing a new investment policy for $19 million of endowment assets; supervised financial staff, fund accounting, and management reporting- Reviewed and updated various HR policies, hiring practices, and on boarding procedures, including the creation of new leave and tracking policies and a revamped performance evaluation process- Led IT management and outsourcing, including IT upgrades, new VoIP telecom system, a transition to Microsoft Office 365 licenses, conversion to Win10, ongoing support and computer literacy, and the installation of new network and wireless equipment. Also improved usage of previously acquired SaaS database for membership support- Oversaw building and facility management tasks, including front desk and attendant staffing, small capital projects, repairs, and maintenance tasks- Worked as staff resource and coordinator of outside professionals for general insurance management, legal & GAAP accounting issues, and communications matters- Managed 6-7 direct reports and sustained a total office staff of 15-20 (including part-time employees), supporting 3 ministers and 4 program directors; served as staff for Session/BOD members, Foundation Trustees, and several BOD Committees

San Mateo, Ca

Served as Board member and business consultant to organizations needing strategic planning, financial modeling & budgeting analysis, and cash flow forecasting assistance- Performed short-term, market research project for a Gordon & Betty Moore Foundation program improving acute care hospital outcomes- Served as mentor and advisor to several start-ups in the healthcare/IT field: for Rock Health incubator- Developed corporate and subsidiary cash flow and expense analysis models; helped draft strategies, goals and tactics for a new corporate planning process; identified and corrected misc. accounting issues: for a private renewables biotechnology company- Assisted in reviewing and conceptualizing medium term, corporate financial growth plans: for two private diagnostic firms- Served as Board member and Audit Chair providing corporate guidance and business judgment: for a private imaging firm developing next generation detection technology

South San Francisco, Ca

Served as key partner to CEO on strategic and operational planning; directed staff responsible for the accounting, finance, human resource, information technology, contract management, legal, licensing, facilities and risk and general insurance management processes and departments, as company revenue grew from $4 to $16 million annual rate- Led a reverse merger transaction completed in July 2010 that took the company public and added $22 million of funds; co-managed due diligence, securities documentation, and road shows to new and existing investors- Implemented initial SEC reporting processes and internal control over GAAP financial reporting, including quarterly and ongoing SOX control activities using cross-functional teams- Closed a $9.1 million private equity round in 2008, closed a $10 million venture debt fundraising in 2007 and evaluated additional debt and equity financing projects for future plans- Implemented corporate goal setting, budgeting, financial modeling, and reporting processes, including regular scorecards and quarterly updates to senior management and BOD meetings; led the senior team through steady cost reductions over 2-year period- Managed other corporate IT projects including installation of Success Factors performance evaluation software, desktop virtualization systems, and improved HR compensation processes

Redwood City, Ca

Hired by new CEO as part of a revised management team to help drive a restructuring of this venture capital funded start-up; led finance, accounting, administration, contract management and insurance, human resource, IT management, and investor relations functions within the emerging Sarbanes-Oxley, GAAP, and SEC regulatory environment- After a major acquisition, organized a financial plan and budget to lower operating costs by 50% over 7 quarters through reduced expenses, a narrower product line focus and a successful launch of new products- Managed global finance & administration departments, including substantial UK operations & SEC reporting- After two years the company had not grown quickly enough to reach profitability; BOD and management decided to sell substantially all assets and returned cash to shareholders in an M&A transaction with a competitor

Palo Alto, Ca

Co-founded and organized this early-stage medical device company in 1997 and took the company public in mid-1998 via a spin-off transaction with corresponding due diligence, SEC reviewed documents, and related road shows; employee count grew to 85 in 2001 and the company was sold to Angiotech Pharmaceuticals in 2002 as primary product was being launched- Commenced four pivotal clinical trials resulting in two CE marks, one approved PMA, and one PMA pending approval- Consolidated original facilities by 40% and built new manufacturing facility that received ISO 9001 certification and FDA clearance- Created a separate orthopedics subsidiary, hired CEO, served as Chairman of the Board, and assisted in raising $4 million of capital- Negotiated agreements with distribution partners for EU, US and Japanese marketing rights, while retaining flexibility for future direct sales

Palo Alto, Ca

Rose from financial analyst in 1984 to second ranking officer and led a strategic break-up in 1997 into two independent companies; from 1981 the Company grew into a complex, multiple market and multiple business entity through aggressive development of a core technology, successful product development, effective matrix management and cross-functional teams, and the establishment of several subsidiaries and affiliatesGeneral Manager, Technologies Group (1997)VP, CFO (1992-1996)VP, Finance & Administration (1990-1992)Director, F&A; Director, Corporate Development (1987-1990)Manager, FP&A; Financial Analyst (1984-1987)

San Francisco, Ca

Managed alternative energy and conservation projects, including overseeing engineers and performing economic analyses

Certification, Global Bioexecutive Program

9 month executive education program, including on campus classes

Certification, Directors College

Week long, executive education program for public company directors

Mba, General Management

Bs, Mechanical Engineering