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• P&L Responsibility for BU with 1/3 of organization’s revenue, over $20mm annually.• Lead team of project managers implementing SaaS tool to automate hospital supply chain workflows, providing client value by more effective decisions using ECRI information• Stabilized SaaS product that was floundering because of poor client implementations. Used DMAIC to lead creation of streamlined processes which resulted in increases sales. • Led largest BU to improved revenues in 2020 despite pandemic. • Lowered operating costs by moving certain lower-skilled work to Asian office while keeping quality at a high level via active management of cross-cultural teams• Created and lead Asian medical device testing lab to increase international footprint• Drive operations, strategic and business directions of engineering team that tests healthcare technology (like Consumer Reports), solves device problems and creates web products.• Increased engineering group output by 200% in 24 months – added no staff.• Led cultural change for higher quality, better work ethic, positive cross-business teamwork.• Published in JAMA twice regarding consumer smartphone enabled baby monitors https://jamanetwork.com/journals/jama/fullarticle/2697685?resultClick=1https://jamanetwork.com/journals/jama/article-abstract/2598780?resultClick=1

• Manage all Operations in USA for Oricare Inc., now $3 Million in annual Sales• Lead organization that includes Sales, Marketing, R&D, Quality, Regulatory Affairs, Accounting, and Technical Service functions. • Lead R&D teams in USA and China to co-develop 510(k) and CE approved medical devices for Sales world-wide. Received 4 - 510(k)s, ICU Ventilator, Anesthesia Machine, Medical Air Compressor, OR Lamp. Drive R&D plan and key programs to fill pipeline.• Develop Oricare Brand to be known world-wide for US design, quality and value. • Manage USA and International Sales roll-out in 30 countries, distributor selection.• Provide Marketing Product Management for key products – definition, priority setting.

• Negotiated deal with Chinese company to fund startup of Oricare as a US company with goal to co-develop and then market and sell medical equipment world-wide. • Hired staff, located office, managed all operations with a focus on development of Operating Room and ICU equipment. Grew to 4 employees during 2010.• Received ISO 13485, CE mark for products and started Sales and Marketing.

Medical Device Product Development and Consulting - with special expertise in Operating Room and ICU devices. Cross-cultural and multi-site Engineering team management with emphasis on business results.

Director of Engineering, Anesthesia Systems Managed US Anesthesia R&D Team. Led a fast-paced project to create a high profit Anesthesia machine to propel Datascope to increased profits and market share.• Formed a US technical team of Mechanical, Electrical and Software Engineering capable of successful co-development with the Chinese engineering team• Led Marketing and Sales through a rapid process of product definition• Created cross-cultural team communications methods that led to successful co-development on a very fast pace –working prototypes 9 months after start• Led all aspects of Product Development including Design Reviews, V&V, and 510(k)• Led Clinical User testing and prioritization of improvements• Completed Full Product Launch with 510(k) only 19 months after project start• Successful in taking market share from GE and Draeger with solid features and low cost

Engineering New Product Development Manager – Infant Care 10/04 – 12/06 Led Team to develop a new family of Infant Warming Products for NICU and L&D care. • Led team to determine major feature choices for New Platform products working with world-wide Marketing and Consultants. Toured customer sites on 3 continents. • Created a new modular architecture that lowered costs by reuse of modules and subsystems from other Draeger Medical divisions. Senior Program Manager – Global Anesthesia Business Unit 7/02 – 10/04 Led USA team in joint product development project with German colleagues of “Apollo” Anesthesia platform for US market (project budget >$4 Million). • Defined product specs needed for success in US anesthesia market (Apollo became highest sales volume Draeger anesthesia machine of all time).• Developed cross-cultural relationships and efficient processes for co-development.Senior Program Manager – High-End Anesthesia Workstations 1999 – 7/02 Led team that developed upgrades for Narkomed 6000 system including Cardiovascular monitoring option and Software improvements based on User feedback. • Conceived product extension concept and led its development – extension of NM6000 to NM6400 – increased Sales and Profits and utilized large platform investment.Senior Program Manager – Narkomed 6000 1996 – 1998 • Launched product on schedule (18 months) • Led largest project ever undertaken by Draeger Telford. Effectively managed SW, HW and Mechanical Engineers with staff of 40 at peak. Led definition and FDA strategy.• Built cooperative relationships between US and German Engineering groups.Program Manager – Cardiovascular Monitoring 1993-1996• Developed an advanced Cardiovascular Monitoring system in time for critical trade show.

Engineering Manager 1992-1993 Managed engineering functions for rapidly growing endoscopic surgical devices firm. Responsible for all electronic and visualization products from concept through manufacturing. Managed a group of 5 electrical, mechanical and optical engineers as well as software and other consultants. Managed projects, led teams and delegated appropriately to subordinates.  Responsible for > $1 million per year in engineering resources Used business skills to find and champion new technologies Investigated product quality by monthly visits to customer sites and observation of surgery Performed Sales training and supported field sales during product launchesSenior Project Engineer 1990-1992Developed a complete line of products for video endoscopic surgery – some via OEM and others via internal product development – video endoscopic camera, light sources, electronic insufflator. Hired group of engineers to develop electrical and mechanical surgical devices. Led project teams, wrote product proposals, defined schedules and budgets. Managed demands for rapid product development as Cabot grew from $20 - $60 Million Project Engineer 1987-1990 Managed all electronic projects and programs. Developed microprocessor-based fetal monitoring system. Joint development work with outside Sensor firm. Wrote product specifications, developed project plans and budgets, designed analog and digital electronics, wrote SW specifications, managed consultants. Hired and supervised electronic technician and mechanical designer. Developed clinical contacts, planned and conducted clinical tests. Developed innovative monitoring system to feasibility tests via IRB in hospitals.

Senior Development Engineer 1986-1987Led project team that developed Hardware and Software for a flow measurement product for high-accuracy pipeline calibration. Designed and tested 68000 microcomputer for STD bus.  Led a team that designed and implemented KANBAN JIT techniques for manufacturing of Mass-Flow instruments leading to decreased inventories and improved plant throughput.

Supervisor – Engineering 1982-1986Managed Engineering group responsible for technical leadership in manufacturing of microprocessor-based clinical lab instruments. Supervised 5 engineers (EE, ME, Systems) in problem solving for quality and reliability, new product introduction and cost reduction. Introduced Statistical Quality Control for final testing and reduced rejects from 30% to 3%.Electrical Engineer 1980-1982Defined, designed, implemented and tested hardware and software for a microcomputer-based data acquisition test system for biochemical sensors. Introduced new medical instruments to manufacturing – reviewed designs for manufacturability, testability and quality. Sensor test system increased labor efficiency by testing 50 automatically at a time instead of 1 and introduced a new test technology leading to improved process control feedback