Financial responsibility for global finance, investor relations, accounting & audit, tax and treasury. Administrative responsibility for global sales operations, human resources, legal, facilities, and information technology organizations to accelerate worldwide business growth and provide more patients access to the innovative Focal One robotic HIFU technology.Chief Financial Officer at EDAP Technomed Inc., the U.S. subsidiary of EDAP TMS Dec 2022 - Dec 2023Summary:Subsidiary’s first CFO. Recruited to build out finance, investor relations, accounting & audit, sales operations, human resources, information technology and facilities organizations to accelerate business growth in the United States.Key Accomplishments:• Hired Key Talent to start formal FP&A, Accounting, Internal Audit, Sales Operations, Human Resources, Information Technology and Facilities organizations in the U.S. to aide in supporting revenue growth of ~215% and headcount growth of ~135% in less than two years.• Rebranded Investor Relations decks and drove increased Investor interaction at domestic and international investor conferences.• Created dashboards to track key sales indicators inclusive of revenue, pipeline and procedure metrics to drive performance.• Built out new Internal Audit function to support increased audit requirements due to material growth of U.S. revenue.• Implemented HR processes: new hire orientation, performance management, commission and bonus planning, HR software automation.• Responsible for end to end build out of new corporate office in Los Altos, California.

Summary: Recruited by CFO and CEO to run Financial Planning, Investor Relation & Treasury functions of Finance in the Fall of 2019. Working with the team to prepare this $400M radiation oncology company for growth and expansion efforts as business begins to ramp with recent joint venture agreement in China. Implementing high-quality value-added services to the executive staff to maximize profit and cash flow generation.Responsibilities:Directing the planning and forecast processes, ensuring cash is being generated and invested in the proper areas to grow shareholder value and providing Investor Relations communication of where company is heading. Growing, developing and shaping finance infrastructure into a world class team to support revenue growth and international expansion.

Summary:Financial Leader for Corporate Finance and Operational Finance functions. Worked with the team to drive organic revenue growth with 3D sensing market ($0 to +$200M in 2 years) as well as inorganic revenue growth of $500M via an acquisition in the optical networking market to maximize profit and cash flow generation for this now $1.6B industry leader.Responsibilities: Directed the planning and forecast processes, provided analyses of financial results and ensured that the $900M of cash that was raised was being invested to grow the business from $900M to +$1.6B in only 3 years. Part of team that helped build out manufacturing facility in Bangkok Thailand as well as integration/synergy efforts for $1.8B acquisition of industry competitor Oclaro.Key Accomplishments:• Part of integration team for $1.8B purchase of optical networking competitor as well as $29M divestiture of Datacom module business 90 days post acquisition. Working on factory consolidation, ERP migration, compensation plan and $100M+ of synergy savings.• Assisted in securing $450M in convertible notes for facility/product expansion & $550M term loan debt financing for $1.8B M&A.• Worked with Thailand Operations team to build out an in house manufacturing center. $100M investment.• Assembled business plan for $54M Silicon Valley real estate purchase for new corporate headquarters. • Reduced close cycle by 25% through process elimination or simplification and restructured FP&A team to streamline financial forecasting and close reporting processes. Used kaizen/ lean six sigma initiatives to eliminate waste/drive improvements.

Summary:Recruited by CFO and CEO of SGI in 2012 to execute a corporate turnaround and business transformation. Restructured company and created new business to drive enterprise sales capabilities with UV Hana product line that in turn has returned company to profitability. Worked with executive team to sell SGI to HPE from June to November of 2016. One of a few SGI executives retained to integrate SGI into HPE.Responsibilities:Finance & Administration leader for the Global Finance organization supporting SGI’s Executive Management team. Responsibilities included Corporate Financial Planning & Analysis and Controllerships that work with the Research & Development, Sales & Marketing, General & Administrative and Global Services organizations. Functional leader for Worldwide Customer Operations, Facilities, Insurance, Security & Real Estate. Assisted Investor Relations & Corporate Development teams.Vice President, Finance, Order Management & Field Operations Services, (Jun 2014 - Oct 2015)Vice President, Finance & Order Management, (Jun 2012 - May 2014)Key Accomplishments:• Member of select executive team that assisted in creation of business case, evaluated offers and conducted due diligence to sell SGI to HPE for $300M, a 52% premium. • Reduced break-even level of company from $180M to $135M in quarterly revenues, lowered expenses by $65M/year and reduced headcount by 500 by partnering with executive team to restructure business model to fund key initiatives. • Assisted CFO and CEO in securing $70M of debt financing. Assembled long range P&L.• Implemented strategic plan, annual operating plan and quarterly business review processes. • Merged Field Ops and Order Management organizations, eliminated redundancies and reduced headcount from 18 to 14.• Global Real Estate transactions: $3M in cost reductions over 3 years, $10M Silicon Valley office move, 25K square foot sublease.

Summary:Joined team to integrate the acquisition of Palm Inc. (July 2010) operations within the $1.5B Handheld webOS Business Unit of HP. Built infrastructure and team to support launch of the TouchPad and SmartPhone products that run on the webOS operating system. Given change in business strategy, remained part of a small core team that assisted in the divestiture of all hardware operations.Key Accomplishments:• Reduced product/service cost by 5%/25%. Performed teardown cost analyses of competitor products; identified gaps and led sessions to drive cost downs on key components with tier one suppliers, ODMs and in house buy-sell strategies. • Led cross functional assessments of all Global Ops functions to drive OCOGS cost reductions; $8/15% per unit.• Core member in $450M Inventory Excess & Obsolescence reserve/settlement process with suppliers post shutdown of webOS unit.

Responsibilities:Director, Global Audit, (Sep 2007 - Jan 2009)Director, Corporate Finance, (Mar 2006 - Oct 2007) Operations Controller, Global Operations, (Nov 2005 - Oct 2007)Group Controller, Wafer Inspection Group, (Feb 2005 - Nov 2005)Senior Division Controller, Electronic Beam Inspection, Review and REBL Business Units, (Aug 2004 - Feb 2005)Division Controller, North America Field Sales and Service Operations, (Jun 2002 - Jul 2004)Key Accomplishments:• Generated $10M in cost savings. Planned and executed Operational audits for Executive management. Operational audits included; Procurement, Singapore Globalization, Intellectual Property, Import/Export, Contract Administration, Business Continuity and Executive T&E as well as special investigations in Korea and Japan for General Counsel. • Participated in acquisition integration activities including physical inventory, fixed asset inventory and ERP conversion audits as well as business process audits for 3 acquisitions.• Explored opportunities to recapitalize company with Treasurer and Investment Banks. Developed financial models for $750M accelerated share repurchase program prospectus. Explored debt financing opportunities.• Engineered long-term business model with Bain & Company to double profit and share price in five years.• Designed and implemented an offshore manufacturing strategy with Global Operations executives. Provided all financial analyses for site location, government subsidies and capital requirements to build new Singapore factory.

Summary:Recruited to build Operations finance team during a period of rapid growth in the networking industry. Managed a staff of 7 in the United States and Israel to support revenue growth from $32M during IPO year to $339M in only two years.

Responsibilities:Finance Manager, Worldwide Sales Headquarters and North America Sales & Technology Centers, (Oct 1997 - Sep 1998)Staff Financial Analyst, Worldwide Sales and Technology Centers, (Mar 1997 - Sep 1997)Senior Financial Analyst, San Jose Wafer Fab, Technology Development, (Feb 1996 - Feb 1997)Financial Analyst, Subcontract Manufacturing, Worldwide Procurement and Logistics, Corporate Facilities, (Apr 1995 - Jan 1996)