Vertical Pharmaceuticals, LLC and Trigen Laboratories, LLC – US $1B in Revenue, 225+ Employees Chief Financial Officer (CFO) /Treasurer September 2010 – June 2016 • Trusted partner to the BOD and C-Suite team for US Branded and Generic pharmaceutical company with 2015 gross revenues of nearly $1 billion, net revenues of $258 million, and EBITDA of $40 million. Develop, direct and execute the strategic goals for the accounting and finance functions.• Transformed organization growing net revenue from $42 million in 2013 to $258 million in 2015 through alliances with strategic partners, product acquisitions and field force expansion. Generic division accounts for nearly $185 million of the increase in net revenue.• Critical member of executive management team responsible for strategic sale transaction of Vertical Pharmaceuticals, Inc. and Trigen Laboratories, Inc. to Avista Capital Partners (global private equity firm with $5B of capital under management). Assisted with the integration following acquisition in December 2013.• Established and maintained a strong tone-at-the-top founded upon transparency and collaboration. Managed professional relationship with banks, audit firms and outside general counsel on all M&A due diligence activities.• Launched authorized generic (AG) division maximizing product life cycle and company profits based on market dynamics. Generic division markets over (85) products and accounts for nearly $200 million in net revenue.• Assess business development opportunities (NDA, ANDA, 510k, etc.) and manage existing collaboration agreements that account for over $175 million in net revenue.

Offered operational finance services to small/mid size pharmaceutical companies as well as non-profit associations.DCS Consulting, Inc. September 2006 – August 2010Founder and PresidentConsulting EngagementsActing CFO - Vertical Pharmaceuticals, Inc. and Trigen Laboratories, Inc. March 2010 – August 2010Prepared and presented financial valuation for $60 million pharmaceutical company including strategic long-range revenue forecast and profit guidance for the investment community.• Appointed full time Chief Financial Officer in September 2010.

Acting CFO - Parenteral Drug Association – US $15mm in Revenue, 50+ Employees September 2006 - August 2009Executed organization goals and provided financial leadership for global non-profit scientific and regulatory organization that specializes in facilitating communication between pharmaceutical companies and regulatory agencies.• Streamlined organization and workflow processes increasing 2007 net revenue 20% and double digit net income growth versus prior year allowing for adequate funding of reserves. • Achieved US $2 million in cost savings through implementing financial modeling techniques providing much needed transparency. • Successful launch and financial management of European subsidiary. European sector was projected to account for nearly 25% of the association’s net revenue and 30% of net income in 2009. Results achieved through flawless execution of strategic plan and timely reporting on key performance indicators.

Schering-Plough Corporation - Kenilworth, New Jersey – US $8B in Revenue, 30,000+ EmployeesDirector of Financial Planning, Reporting and Analysis for Global Business Unit 2004-2006Established and managed US $1 billion Global Functions Business Unit. Developed strategic operating plan and implemented financial models to assess the effectiveness of the business unit functions. Work collaboratively with the Corporate Controller to maximize reporting, evaluate personnel needs and implement cost saving initiatives.• Facilitated monthly performance review meetings with CFO, Controller, Chief Information Officer and Executive Vice President Human Resources. Analysis identified risk, highlighted potential deficiencies and recommended corrective actions achieving bottom line commitments.• Built a world class finance organization by implementing new operating principles that provided the framework for consistent reporting, ethics and integrity. Reduced financial closing cycle from 8 to 5 business days. • Reduced operating costs in Global Information Technology by over US $70 million. Limited dependencies on outside consultants, eliminated redundancies, exploited existing technology and streamlined processes. Provided better service and output while reducing staffing requirements by 8%.• Led a team to outsource the Global IT helpdesk/desktop client services function and saved US $25 million in net operating costs over five years. • Member of corporate task force responsible for evaluating and implementing company-wide Value Enhancement Initiative targeting more than US $200 million in cost savings.o Built business case for in-house Human Resources recruiting initiative that reduced cost and time to hire by an average of $15k per recruit and 12 days, respectively. • Managed and coordinated Sarbanes-Oxley compliance implementation and remediation at the corporate level.

Director of Finance – Specialty Care Customer Group 2001-2004Created finance support structure and managed the financial performance for US $2.7 billion specialty care product division. Developed strategic and annual business plans aligned with corporate earnings per share (EPS) guidance. • Managed the most successful product launch in Schering-Plough history. Reported business unit sales of US $2.5 billion in 18 months and exceeded business unit profitability target.• Evaluated business development/licensing opportunities providing financial analysis and linkages with existing product portfolio.• Restructured finance organization providing accountability for product level P&L performance increasing bottom line contribution.• Led staff that was a 2-time winner of the Schering Labs Integration Award. This award, a top priority of senior management, recognized managers who created an environment leading to innovative solutions to business issues.

Elevated secondary data group exposure by providing in-depth quantitative analysis on market performance highlighting key performance indicators (KPIs) to business unit management. Through interpretation of industry trade audits provided insight on market dynamics, identified trends, and recommended alternative strategies to maximize product performance.• Maximized product sales by linking field force sales incentive plan to total Rx-scripts.

Managed financial performance and reported on US$300 million specialty care cardiovascular division. Develop operating and strategic financial plan for US business unit including sales forecast, expenditure control, and monthly results reporting. Within three years became market leader in both sales and market share.• Launched business unit and developed infrastructure supporting management, field force operation, and collaboration partner.

Held finance leadership positions of increasing responsibility in Schering-Plough Research Institute.