Strategic advice and general oversight for NXC Imaging.

MRIS provides an optimized fully integrated image guided therapy environment that delivers timely information to clinicians for use during surgical or interventional procedures. The VISIUS Surgical Theatre incorporates magnetic resonance imaging, CT and fluoroscopy into multi-purpose surgical suites to provide truly intra-operative imaging for specific medical applications. Our products are sold globally to hospitals that deliver clinical services to patients in the neurosurgical, interventional neurovascular and cardiovascular markets.

IMRIS provides an optimized fully integrated image guided therapy environment that delivers timely information to clinicians for use during surgical or interventional procedures. The VISIUS Surgical Theatre incorporates magnetic resonance imaging, CT and fluoroscopy into multi-purpose surgical suites to provide truly intra-operative imaging for specific medical applications. Our products are sold globally to hospitals that deliver clinical services to patients in the neurosurgical, interventional neurovascular and cardiovascular markets.

Strategic advice and general oversight of RAZR Marketing.

Public company focused on healthcare IT and Electronic Medical Record (EMR) space. Chairman of the Governance & Nominating Committee (2009 – 2010) and Chairman of the Strategy Committee (2010- 2012).

Strategic planning focused on business development.

ZONARE develops and sells ultrasound systems to radiology, cardiology, ob/gyn, & emergency departments. Under my leadership, within the first 12 months on the job, ZONARE grew its Bookings by 45% to $66.0 million (vs. $45.5 million) and Revenue by 31% to $65.6 million (vs. $49.9 million) in a relatively flat global ultrasound market. During that period of time, Operating Profit improved by 64% and the company showed its first quarterly operating profit in its 11-year history. ZONARE also has its first 3-year Strategic Plan and significant organizational and compensation changes were implemented.

Period of consulting for Kappametrics, led the winding down of the business.

Worked with 12 healthcare companies primarily on strategic planning, marketing and channel development.

Exceeded financial market expectations with 46% core revenue growth, $0.08 in EPS, and positive cash flow in first year as CEO (2002). Grew revenue from $15.2M in 2001 to $70.5M in 2006, and grew the bottom line from a net loss of $0.14 per share in 2001 to net income of $0.46 per share (including equity-based compensation) in 2006. Grew ViTAL’s market value from less than $100M to over $500M at its peak between 2002 and 2007.

Led the business operations to grow 233% in three years from $4.5M in 1998 to $15.2M in 2001. Led rapid growth and major leadership changes in sales, marketing, engineering and operations. Negotiated global agreements with Toshiba Medical Systems and ALI Technologies (McKesson) worth $6M in business over a 21-month period. Expanded and improved both domestic and international sales and rapidly improved and expanded the businesses market visibility through luminary clinical collaborations. Provided day-to-day operating leadership to drive 400% growth in revenue in two years, from $0.9M in 1996 to $4.5M in 1998. Drove the development of the company’s initial release of its flagship Vitrea product. Negotiated collaboration agreements with the radiology departments of many of the top 15 hospitals in the US.

Focused primarily on developing a GE strategic plan for the cardiovascular market.

While the Global MR General Manager focused on the Asian and European markets, led the Americas MR business unit functioning as its Americas MR General Manager with annual operating margin of over $75M. Led the reengineering of the global product line strategy and the introduction of two new products in growing market segments (low and mid-field). Revenue for the business grew nearly 25% to $500M. Responsible for 1.5T product marketing including pricing, promotion, positioning, market analysis, and sales support. During this period, market share grew to 65% of the premium (high field) market segment. Led the first product releases using a new product development process, and led cross-functional teams in the development of 4 Signa Advantage product releases and phased array coils. These products generated more than $700MM in orders from 1990 to 1993. Negotiated MR’s first surface coil contract with MedRad.

Technical Sales support for Siemens Magnetic Resonance business in the US. Provided technical marketing and sales support for Siemens MR products, including sales support, sales materials, tradeshow strategy, and national account support. MR business increased share 8 points.