Scope of Role: Responsible for guiding the transition of information to actionable insights that provide market advantage by helping to define, plan, and drive commercial vision, goals, and objectives, as well as helping to steer go-to-market strategies, improve product demand forecasting and support commercial innovation. Key Result: • Business Analytics and Insights Transformation: Led “Moneyball” analytics transformation that catapulted speed and quality of decision making by building focused, automated and sustainable measurement capabilities. • Team Development: Restructured Business Planning Group into Business Analytics and Strategic Insights (BASI) Team, hiring six new team members in first year that allowed us to advance our analytic capabilities and business insights.• Efficiency and Effectiveness: Upgraded organization’s data assets, while reducing overall spend; eliminated outdated sources and integrated new sources of data that allowed for deeper insights into business drivers, patient journeys and business performance.

Scope of Role: Reporting to CFO, responsible for guiding the transition of information to actionable insights that provide market advantage by helping to define, plan, and drive commercial vision, goals, objectives and P&L, as well as helping to steer go-to-market strategies, improve product demand forecasting and support commercial innovation and growth. Key Result: • Business Analytics and Insights Transformation: Led “Moneyball” analytics transformation that catapulted speed and quality of decision making by building focused, automated and sustainable measurement capabilities. • Team Development: Restructured Business Planning Group into Business Analytics and Strategic Insights (BASI) Team, hiring six new team members in first year that allowed us to advance our analytic capabilities and business insights.• Efficiency and Effectiveness: Upgraded organization’s data assets, while reducing overall spend; eliminated outdated sources and integrated new sources of data that allowed for deeper insights into business drivers, patient journeys and business performance.

Scope of Role: Responsible for sales force automation, sales decision support, sales reporting and analytics, sales alignment and deployment, incentive compensation and sales CRMKey Result: • Go-To-Market Strategy and Execution: Led design and implementation of salesforce integration with bGM and Insulin delivery resources organized to a single team and dual roles.• Strategic Planning and GTM Strategy: Led business impact analysis and go-to-market recommendations for commercial impact of Competitive Bidding on bG test strip pricing (CMS pricing -70%).• Achieving Results: Awarded 2013 William Lister Distinguished Leadership Award, Diabetes Care’s highest award honor. Annual award is based on leadership, passion for the success of the business and dedication to executional excellence.

Scope of Role: Led one-half of US market sales resources focused on Managed Care, Retail, DME, Hospitals and HCPs with $200M+ annual revenue and 80 Person Sales Team plus 9 Managers. Key Result: • Corporate Restructuring: Led team through major re-organization (all field people with new roles and responsibilities) which resulted in adding 1 manager, promoting 1 manager, replacing 3 managers and hiring 25 new Account Managers.• People Development: Promoted 3 managers to in-house assignments with identified back-fill candidates and promoted 12 sales representatives with in-line sales promotions.

Reported to the Senior Vice President of Global Strategy, Strategic Marketing and Business Development. Led a Business Area team of Marketing and Business Development managers responsible for working collaboratively with the local country organizations and the global Product Areas on measurable global business solutions that help to improve outcomes in diabetes management, enable clinical selling opportunities and contribute to incremental demand for the Accu-chek brand. Solutions were typically focused on a 2-5 year horizon. Additional Key Contributions:• Led special project to create a Rotation Development Program within Diabetes Care Supply Chain focused on development of future managers. Program is ongoing.• Participated in inter-company Venture Capital Program as a team member for Disease Pattern Recognition (DPR) Venture that was approved for full funding from DiaEC and as co-leader of Behavioral Compliance Solutions (BCS) Venture that received first round funding and had the second round recommendation to fold the project into an existing Business Unit.

Hand-picked by Senior VP of Global Marketing to report to him and lead a new area within Roche Diabetes Care created to consolidate all Information Technology and e-Business related commercial initiatives under a single head. • Launched 1st consumer targeted diabetes management software for Roche• Standardized web look and feel for Accu-chek branded web sites in over 25 countries.• Developed and implemented Diabetes Server Database System (DSDS) concept resulting in web-based patient-HCP connectivity• Charter member of the Global Internet Presence Team (IPT) formed to guide the Roche Diagnostics web presence. Team established first set of Global Web Design Guidelines.• Developed five-year IT product portfolio outlook to consolidate platforms, create necessary infrastructure, leverage the Internet and take advantage of new enabling technologies.

Reported to the Senior Vice President of Global Marketing. Led a multi-national team of marketing managers responsible for LCM of $700Million consumer diabetes testing product portfolio as well as guiding associated global P&L drivers. Responsibilities included long-term strategic planning, product lifecycle management, technology assessment, budgeting, manufacturing and support optimization and forecasting, as well as global product branding and messaging.

Reported to the Director of Global Marketing. Led new product development of selected products within Global Diabetes Care. Analyzed new product opportunities and served as voice of the global customer on project teams during the development phase. Established and led business teams to meet regional launch requirements. Responsibilities included product development, global positioning, branding and packaging.

Reported to the Director of Marketing. Managed product portfolio for products developed overseas and domestically. Responsibilities included brand strategy, life cycle management, project team leadership, forecasting, pricing, portfolio sales and expenses, quality, technical and sales support, messaging and product branding as well as being the commercial operations liaison for product development, manufacturing and quality. Responsible for the management of a U.S. product portfolio generating over $65 million in revenue. Introduced several new products into the U.S. market, strengthening Roche’s product portfolio and market position. Othe Key Contribution• Presented new business concept of disposable lancets to Diabetes Worldwide Innovation (WIN) Committee. The WIN Committee approved the idea and chartered me to identify and source a solution. Resulting product was the original Safe-T-Pro lancet that today is >$50 million/yr global business and has contributed over $2 Billion in new revenue to Roche.

Recruited by Vice President of Sales to lead eleven person Diabetes Care sales staff with annual direct sales exceeding $10 million and reporting to Area Business Director. Target customers included hospitals, private laboratories, physician offices, managed care, retail chains, drug wholesalers and durable medical equipment suppliers. Management responsibilities included leadership, sales results, employee assessment and development, staffing, team building, goal setting, and budgeting.• Developed a team that was performing in the bottom 25% of all regions nationally into a consistent top 25% performer. • Re-deployed sales territories to better reflect account opportunities. Move maximized account coverage while slightly downsizing organization. Additionally initiated development plans for entire staff and promoted four members of the team with in line sales promotions.• Area trainer for newly hired Regional Business Managers.• 1993 Winner's Club award for team sales performance versus goal.• Promoted Senior Consultant Account Manager to Region Manager after my departure and region continued to be top performing region year after year.

Reported to Director, then Vice President, of Corporate Accounts. Responsible for coordinated sales and marketing to US Government (VA, DOD, IHS) accounts. Represented Diabetes Care, Physician Office and Hospital Laboratory Divisions as the primary corporate contact for target customers; developed and implemented marketing/selling programs; negotiated and set customer pricing; facilitated customer access; acted as a consultant for the corporation on industry trends and the marketplace. Additionally, served as part of team that developed segment of Corporate Accounts devoted to selling to Managed Care.• Signed and implemented company’s first direct government contracts (previously all business went through Baxter Healthcare) resulting in increased sales of 78% in 1987, 32% in 1988 and 22% in 1989.• Implemented international (U.S., Germany and South Korea) Health Promotion Program with the Army Surgeon General's Office that resulted in new Cholesterol Screening customer sales of more than $2 Mio.• Co-developed and implemented Roche’s first Cost-per-Test Hitachi Analyzer contract.• 1989 Winner's Club award for sales and performance against MBO's.

Reported to Regional Business Manager for Diabetes Care. Responsible for sales of diabetes and urinalysis related diagnostic products to hospitals, physicians, managed care, retail pharmacies, physician suppliers and hospital suppliers as well as concept of diabetes patient self-monitoring to healthcare professionals. Hired into territory (Pittsburgh) that had been vacant for eight months and was in bottom quarter of all regions. Worked territory up to top quartile, winning multiple Regional and Area sales awards and national Winner’s Club award for sales performance in 1986. Served as Eastern Area trainer for new hires in 1986 and 1987.