Responsible for all Market Access strategy development and execution for Japan, ASEAN, and China, inclusive of all Business Units and products across the Edwards portfolio in order to remove economic barriers to access Edward's technologies.• Guided the MA team across the region in securing and defending premium reimbursement across the portfolio, including but not limited to: o Increased innovation funding via a C1 challenge for valve technologies in Japano Working with Australian Prostheses List to establish reimbursement for new technologieso Obtained first ever reimbursement for software driven capital based monitoring system in Korea• Used economic studies to enhance the value proposition of technologies and achieve innovation funding across the portfolio. • Executed on multiple product launches ensuring reimbursement and associated MA tools were ready at the time of commercialization. • Worked jointly with Regulator Affairs team regarding approval strategies such as ‘breakthrough innovation’ in order to speed up coverage and reimbursement for new technologies. • Developed a ‘field team’ function for specific parts of the region to work directly with hospital administrators in order to remove economic barriers to access

Aligned with business unit (BU) senior leadership on the development and execution of the global healthcare economic and reimbursement strategy for Edward’s Surgical Structural Heart to remove economic barriers to access throughout each region including US, Europe, Middle East, JAPAC, and Latin America.• Successfully built and led a high functioning health economic and market access team to include internal and external facing teams that worked directly with payor and hospital decision makers regarding reimbursement and value messaging of our products• Achieved country specific alignment to effectively support the market access needs and strategies for regional teams globally• Collaborated with Marketing and Sales to design economic tools in to enhance the value proposition of the portfolio. These tools included: cost effectiveness models, budget impact models, and reimbursement and pricing tools• Partnered with Sales and Marketing for new product launches and commercial readiness. This involved developing tools for commercialization such as value analysis committee packages (VAC Pacs), evidence development s and poster presentations, global value dossiers, as well as a surgical valve hospital product line optimization program for our field team• Established evidence development strategy and collaborated with surgeon and health economic key opinion leaders to generate published manuscripts abstracts and podium presentations. • Led innovation funding strategies which included successfully acquiring a New Technology Add-on Payment (NTAP) via CMS as well as working closely with the surgical societies to establish a differentiated ICD-10 procedure code for new products• Directed US and global reimbursement landscape analyses and other economic due diligence in alignment with Business Development • Actively served on both the business unit leadership team as well as the corporate Public Affairs leadership team under which the GHER team resided

Responsible for developing and aligning reimbursement and evidence strategies for MIP (Minimally Invasive Procedures) and core EES products to eliminate coverage, coding, payment and cost-effectiveness barriers for customers and to position these offerings with commercial payors and hospitals as the best clinical and economic choice in order to drive market expansion and help achieve sales forecast.• Developed evidence related to clinical and economic value proposition for MIP and EES products and procedures using data mining of transactional data-bases• Successfully created and executed a multi-generational marketing strategy which was deployed across a health economic field based team of 15. This pull-thru strategy was directed at the commercial payor and employer in order to expand surgical MIP• Successfully employed influence management skills while working with marketing partners to execute the development of a “non-branded” collateral campaign directed at employers and payors – nominated for the James A. Burke J&J wide marking award• Responsible for the development of reimbursement and market access tools such as cost models, dossiers, economic evidence, reimbursement guides and value proposition collateral for EES products for utilization with the sales and field health economic teams• Worked with CMS to obtain new minimally invasive ICD-9 procedure codes• Collaborated with product and franchise development teams to provide economic and reimbursement due diligence regarding non-commercialized products• Trained sales organization regarding the reimbursement and economics of EES products and procedures and how to best position that information when working with providers• Worked closely with key opinion leaders as well as EES medical advisory board to set and execute and evidence strategy regarding MIP• Engaged with Clinical and Regulatory teams on of study protocols for commercialized as well as upstream products

Directly responsible for the day-to-day and financial operations of a multi-site physician group composed of 45 employees, seven general and vascular surgeons, and a medical and radiation oncologist Negotiated payor contracts for managed care organizations and independent practice associations (IPAs) Developed of a stand-alone Breast Center which provides screening, diagnosis and treatment of breast disease  Developed a business plan which led to the creation of a web page, hardware and software upgrades including a local area network (LAN) for the central office and a wide area network (WAN) for the satellite offices and breast center Created “process teams” which achieved a reduction in Days in Accounts Receivable from over 70 days to less than 45 days in 6 months  Increased net revenue 20 percent while reducing costs, allowing all fiscal goals to be met

Branch Director for Hospital Based home health agencies. Served in this capacity at both a for proft system as well as a not for profit regional health care systerm. Was responsible for the day to day operations and P&L for both of these agencies with direct responsibilities for over 40 health care providers and administrative staff.