CORPORATE PROFILE: A Value-Added Reseller (VAR) with 65 employees serving toxicology, criminal justice, cannabis analytical, and environmental testing segments.ALTERNATIVE BIOMEDICAL SOLUTIONS PROFILE: A portfolio company through Centre Lane Partners, with ~65 employees. RESPONSIBILITY PROFILE: I was responsible for a $26M Revenue goal and 4 direct employees, driving aggressive growth while restructuring commercial/operations organizations, as well as defining and executing against 5 Growth Pillars and ensuring focus and results. This growth strategy led to the strategic sale of ABS to Lighthouse Lab Services.ACHIEVED IN THIS ROLEMARKET EXPANSION• The company struggled through the pandemic as the target market was unable to conduct toxicology testing, marking the need for regrowth/evolution. 30 days after assuming the CEO role, I set out to expand services and mitigate risk. I personally gathered the leadership team to conduct a thorough business review, identified gaps/issues and discussed potential solutions. Drawing on ABS’ core competencies, I developed a new strategy to leverage strengths in other financially attractive business segments. These efforts proved valuable as revenue growth increased 8.9% YoY, talent retention/acquisition and organizational trust in leadership improved, and the company was able to attain complete stabilization.

RESPONSIBILITY PROFILE: I was responsible for a $26M Revenue goal and 9 employees, driving revenue and EBITDA, rejuvenating an underperforming commercial organization, and implementing new contracting, compensation, and brand strategies. As well as continuous engagement with key customers, OEMs, and industry stakeholders.ACHIEVED IN THIS ROLEGO-TO-MARKET STRATEGY• The CEO/Board of Directors challenged me to restore order after the commercial team failed to achieve goals. I set to re-imagine G2M, brand positioning, segmentation, distributor/OEM mix, and talent. I then presented action plans, timelines, and expected outcomes to the Board. Hired a new VP of Sales, removed 75% of the existing sales force, recruited new talent, revamped compensation plans, launched contract models, and selected a 3rd party digital branding partner to reinvigorate the product. This resulted in a 95% achievement of the 2021 topline stretch goal, a 482% improvement in margin growth, increased BOD/investor credibility, and led to my promotion to Chief Executive Officer.

CORPORATE PROFILE: A $21B Diversified global manufacturer of Nutritionals, Medical Devices, Generic Pharmaceuticals, and Diagnostic products RESPONSIBILITY PROFILE: I was responsible for a $300M Revenue goal, driving continuous improvement methods at every level globally. I was also accountable for achieving B.U. level margin objectives while visioning, leading, planning, and executing key strategic and tactical commercial initiatives.

CORPORATE PROFILE: A $2.5B Global Professional Diagnostic Products/Services provider with 9,200 employees for infectious and cardiometabolic disease and toxicology. RESPONSIBILITY PROFILE: I was responsible for a $317M Revenue goal, 82 employees with 7 direct reports, and top 3 POL distributors. I was also responsible for leading sales to the physician's office, health promotion, and long-term and home healthcare markets. Developing strategies, forecasting volumes, and executing policies, objectives, goals, and programs.ACHIEVED IN THIS ROLESALES DEVELOPMENT / SEGMENT RECOVERY• I was tasked by the President of the Cardiometabolic Global Business Unit with the recovery of the U.S. sales of an essential molecular product missing sales target. I assessed and created a strategy that introduced new sales skills and techniques, leading marketing and training in deployment. This increased test utilization by 33% within 60 days of implementation. The sales skills development and training model is being rolled out to all other products and marketing teams.NEGOTIATION / COMPETITIVE DISPLACEMENT• I was challenged to improve deal ROI after competitive rhetoric and negotiation tactics eroded potential sales growth. I implemented a new negotiation strategy, discipline, and model with training for National Accounts teams. This drove positive ROI with documented $6M margin improvement on an ongoing basis. Subsequently, fundamental negotiation skills training was deployed to the entire POL sales force, resulting in $150K in new business within the first 2 weeks. Documented ROI led BU leadership to approve continued investment to deploy a negotiation model to multiple sales forces in 1H 2017.

CORPORATE PROFILE: A global leader in Workflow Solutions and Automation with 3,000 employees, providing anatomic pathology tools to clinical laboratories and researchers. RESPONSIBILITY PROFILE: I was responsible for a $120M Revenue goal, 8 direct reports, and 80 field sales assets with full P&L for developing and achieving annual revenue targets.ACHIEVED IN THIS ROLESALES RESTORATION• I inherited three consecutive years of missed targets (core histology consumables business), which led to an erosion of 5% –10% YOY sales. I then led a multi-functional problem-solving process and evaluated alternatives. Personally reconstructed the compensation plan to reward a CAP sale to motivate sales teams, conducted mid-year sales retraining, and led deployment with monitoring. These efforts stopped the financial “bleeding,” achieved the first YOY growth in over 3 years (Q2 2016), and initiated a growth process (2% YOY), which has tripled the base business protected by the CAP model within the first 120 days of the program.

CORPORATE PROFILE: A $75M Contract manufacturer (CMO) with 330 employees, manufacturing mammalian cell-based active pharmaceutical ingredients (API) for the biotech and pharmaceutical industry, from clinical development through on-market commercialization. RESPONSIBILITY PROFILE: I was responsible for a $75M sales goal, a $4M SG&A budget, 1 SVP, 4 Sales Dir., a Proposal team, and 1 Sr. Marketing Mgr. to deliver all commercial strategy and tactics.ACHIEVED IN THIS ROLECOMMERCIALIZATION EXCELLENCE• I was recruited by the Board and commissioned to restore commercial effectiveness and to build the brand as corporate sales relied upon a single large account. I targeted, approached, interviewed, hired, trained, and mentored a new commercial team and created the infrastructure and strategic plan. Personally delivered sales and branding strategies and achieved a stable pipeline while pursuing Marquee Accounts; restoring sales trajectory in 30 days. The following are a few of the benchmarks.o Immediately refocused the team on high-margin business with improved EBITDA.o Tripled pipeline value and doubled sales closing rate within 90 days.o Personally closed 12 Marquee Accounts, including Genzyme and Symphogen.o Tripled previous year’s contracts and achieved desired customer diversification.• These events achieved an award-winning brand within two months of launch and energized the Board, which decided to seek and acquire additional capacity to accommodate the increased sales load. This ultimately led to the successful sale of Gallus to Patheon.

BAXTER INTERNATIONAL PROFILE: A $15B company with 61,500 employees. Develops, manufactures, and markets products that save and sustain the lives of people with hemophilia, immune disorders, infectious diseases, kidney disease, trauma, and other chronic and acute medical conditions.BAXTER BIOPHARMA SOLUTIONS (HEALTHCARE) PROFILE: A $1B company with 2000 employees. Biotech & Pharma Contract Manufacturer (CMO) to support drug development & commercialization. Providing scientific expertise, sterile manufacturing, unique parenteral delivery systems, and customized support services.

RESPONSIBILITY PROFILE: I was recruited by the GM & VP of Sales. $1B goal, $5M budget, and 11 Director-level employees. I was responsible for creating and executing global B2B sales strategy (Pharma and Biotech) and developing/harvesting relationships with senior client executives.ACHIEVED IN THIS ROLESALES TURNAROUND - $386M TO $700M• I was recruited by the GM and VP of Sales at Baxter BioPharma Solutions (BPS) after multiple Baxter acquisitions and commissioned to grow revenue and achieve pre-tax margin objectives. I identified marketing, account management, training, and performance management issues. I then built a new go-to-market strategy and executed it within 60 days with a new focus on the US West Coast, EU, and Japan. Delivered a 3 pronged Sales Team Development Program with metrics and reviews. Sales trajectory was established and achieved 16.2% CAGR:o 2009 – 15% sales increase ($577.5M) and 34% margin increase (was promoted to VP Sales after this year)o 2010 – 9% sales increase ($629.4M) and 19% margin increaseo 2011 – 12% sales increase ($700M) and 29% margin increase• The results above demonstrated 3 consecutive record sales and margin growth years, nearly doubling sales (from $385M to $700M). Multiple Press Releases were given. The Division won the Frost & Sullivan Award and the Baxter Chairman’s Award as Business Unit of the Year.

CORPORATE PROFILE: A $21B Diversified global manufacturer of Nutritionals, Medical Devices, Generic Pharmaceuticals, and Diagnostic products.

ACHIEVED WHILE CORPORATE MANAGER, SALES, ABBOTT HEALTHSYSTEMS DIVISION:• Worst to First: An under-performing IDN-focused enterprise sales team missed targets its first 2 years. Promoted to field role to lead teams in matrix organizational model to collaborate with 5 operating divisions for 7 targeted IDNs in 4 metro markets. Developed, nurtured, and leveraged existing relationships within IDN Boards and C-Suites to bolster sales. This drove the team to achieve annual goals for the first time while growing revenue at 19.6% CAGR and margin at 20.7% CAGR; ultimately achieving #1 position; winning awards and sustaining the model.

·Developed marketing programs supporting cross-divisional IDN sales teams, managing 2 product managers and 2 support staff.·Led development of Corporate Selling Initiative launch for 120 sales executives.

-Worldwide product management of $268MM Hepatitis A & B lab test product lines.

ACHIEVED WHILE SR. AXSYM PRODUCT MANAGER, U.S. MARKETING, ABBOTT DIAGNOSTICS DIVISION:• Crisis Management: The Senior AxSYM Product Manager resigned 45 days before a National Sales Meeting having not prepared for a significant launch. Worked aggressively to develop the launch and carried it out on time. A week later, an FDA warning Letter put the 20 assay launch on hold until June. Created the strategy to maintain existing commitments. Booked and sustained 95% of AxSYM orders in the process. This culminated in the successful launch; resulting 110% of 1st year target and blocking competitive threats.

-US product management and support of 9 regional Product Managers, with new placement programs that resulted in 1,247 net placements in 9 months.

-Denver area $2.2MM territory within 14 major laboratory accounts. Achieved 38.75% territory growth.

-Iowa-based geographic $1.5 million territory covering small to medium hospitals, clinics and physician offices.-Back-to-back President's Club winner with 135% growth per year.