QT Imaging Holdings, Inc. (www.qtimaging.com), is a publicly traded (NASDAQ: QTI) medical device company engaged in research, development, and commercialization of innovative body imaging systems using low frequency sound waves. QT Imaging Holdings, Inc. strives to improve global health outcomes. Its strategy is predicated upon the fact that medical imaging is critical to the detection, diagnosis, and treatment of disease and that it should be safe, affordable, accessible, and centered on the patient’s experience. In the near term, QT Imaging Holdings, Inc. will focus on breast imaging, where its innovative technology delivers high-quality, high-resolution images that can speed the time to diagnosis for women with cancer and provide assurance for women who do not have the disease. The technology does not require uncomfortable compression, involves no radiation exposure, contrast agents or injections, and delivers a better patient experience and lower cost than the current standard of care.

Multiple projects involving coaching, strategic consulting and operational management for companies from early stage to Fortune 50. Board Member / Advisor, The Winebow Group, private equity-funded wine distributor and the largest fine wine distributor in the US. Board Member, QT Imaging, Inc., a leading-edge ultrasonic medical imaging company. Executive coach / affiliate, SUMMi7 Inc., Dallas, TX.

Produced all financial analyses and projections of this development-stage company. LAAG was founded by Marshall S. Cogan (United Automotive Group / Penske Automotive Group) to implement automotive best practices proven in the US and Chinese markets in Brazil. The company’s strategy was to acquire and consolidate multiple dealer groups, then greatly increase profitability by focusing on service efficiencies and higher margin products and services. I created a common financial analysis and modeling platform which standardized reporting and metrics across these groups, then managed teams from each of these companies in developing five-year projections. I also performed investor due diligence and management of necessary audit processes. My work helped drive a final consolidation of four dealer groups, including related financing and insurance operations, with combined revenues of US$600 million.

Operational responsibility for $100+ million wine, beer and spirits division of this $9 billion publicly-traded grocery company. Managed integration of Best Cellars into A&P systems. Delivered consistently positive year-over-year same-store sales growth from point of acquisition. Increased gross margin by 200 basis points, EBITDA by 3+ percent annually. Awarded "Retailer of the Year" for Best Cellars at A&P store concept by Wine Enthusiast magazine (2009).

Responsible for all operational aspects of this $10MM company. Brought in to drive revenues and build process and structure for major expansion. In six months, rebuilt management team and refocused store-level strategies that resulted in positive year-year same-store sales every quarter since arrival. Built on partner relationship grow online sales by 50 percent. Negotiated sale of company to The Great Atlantic & Pacific Tea Company (A&P), a $9 billion publicly-traded grocery retailer.

Recruited by Oak Hill Venture Partners to evaluate market potential for a restart of this enterprise software company based upon patented, high-value composite application technology. Based on realization of client and technology potential, negotiated funding for company re-launch. Repositioned SSC technology as key element for unlocking ROI potential of existing enterprise software infrastructure with specific focus on business process and portal extension to mobile users outside the enterprise. Rebuilt fragmented engineering team; closed significant partnership with a major systems integrator; negotiated term sheets and pilot installations in major (+$9B) corporate accounts. Gained significant client visibility and market traction.

Responsible for building TBG’s interim CEO practice as well as serving as interim CEO to multiple technology companies in data warehousing, enterprise/ASP software and applications, content management, video compression, Web design and e-commerce, collaborative design software, supply chain/ERP applications and medical outcomes software.

Recruited by this venture capital firm to develop an investment strategy in the online/Internet employment space. Also designed strategy to successfully reposition existing portfolio company in the electronic/online resume management arena.

Recruited to assess the potential of this venture-funded development-stage online employment company. Implemented programs to migrate technology to Web-based model and developed differentiation strategy that used existing databases to “jump-start” the company. Closed internal round and launched funding effort in conjunction with primary investors (Draper Fisher Jurvetson and Woodside Fund). Implemented partnership programs with American Express and Kennedy Publishing.

Introduced marketing and technology investment programs that enabled this software / IT / data management company to position as a national player in the capture and management of proprietary marketing data. Closed major deals with RL Polk & Company, Sprint Corporation and National Medical Enterprises (now TENET Healthcare Corporation). Reversed revenue erosion; achieved 20%+ annual growth rate while maintaining profitability. Implemented successful Web-based marketing strategy in 1995, significantly ahead of competitors. Negotiated and closed on ESOP which allowed shareholder liquidity at maximum valuation with minimal tax consequences.

Managed all operating functions of this public company's line of golf apparel. Directed major turnaround that included rebuilding the entire management organization. Within six months of arrival, launched redesigned product line that resulted in a ten-fold increase in annualized revenue. Managed installation of ERP system. Reduced product development time by a factor of two and reject rate from contract manufacturer to less than five percent.

Responsible for all sales and marketing activities, and helped direct evolution from engineering concept to operating company. Key management team member in development and execution of concept-based $12MM IPO. Managed successful corporate repositioning from interactive networked product distribution to traditional retailing. Directed introductory design and advertising campaign that created significant awareness as measured by opening event attendance and resulted in CLIO award. Helped grow company to $12MM+ revenues and 100+ employees.

Full P&L responsibility for $300 million large screen color television business. Directed more than 300 individuals in design, engineering, and manufacturing areas. Responsible for strategic and tactical marketing efforts for existing product line and new product development. Reduced SKU count by 30 percent with minimal profit impact by rationalizing product / channel plan. Successfully managed accelerated transition of business from manufacturing to outsourcing from Matsushita Electric Industrial Co., Ltd.

P&L responsibility for $30 million small screen color television business. Challenged to revive dated product line and develop strategy for next generation. Increased unit sales by 75 percent, revenues by 60 percent, and margin by more than $2.5 million in under two years.

Evaluated strategic opportunities for business units of GE's $5 billion Consumer Products Sector.