- Active involvement in acquisition and migration process starting from Teaser to DD and VDR establishment, participation in SPA negotiations, etc.- Changing Company culture from family-owned to corporation- Implementation of P&P in all functional areas (Operation, HR, IT, Sales, Marketing,..)- Special focus on local organization transformation – org chart to be aligned with the Group- Establishment of new Central Lab in Banja Luka as the Hub together with renovation of the premises and new medical instruments provision and installation- Leading rebranding locally and regionally- Provision of stable revenue stream – focus on internal growth (patient volume)- Maintain pipeline – inorganic growth – origination of new projects and acquisitions locally and regionally

- Initiation of accreditation process and consequent accomplishment presenting SP of transformation- Reorganization of local team and extension of labs (8 new) despite strict local legal legislation in 4yrs- Efficient coordination of marketing and rebranding strategy together with NPL (focus on kids/families) developing network of new B2B clients and reaching 5x times higher volume of patients- Constant analysis of operational results with strong cost control keeping EBITDA margin above 20%- Implementation of new business approach followed increase in revenue stream (+ 2.85x)

Active involvement in North America Migration (GE Lighting Cleveland) – transfer activities to GE HU- Reviewing and analyzing operational results, including monthly Financial Statements participating in the planning cycle, setting up budgets with business teams, analyzing performance against targets on a regular basis- Supporting finance and operational team (GE Lighting) for EMEA and NA