Angel Investment company focusing on start-up and local/regional growth companies. The primary focus is on technology and healthcare but we are opportunistic in other industries. Over the last five years we have developed a portfolio of assets with significant growth potential.

CORPORATE PROFILE: Magnatas is a boutique consulting firm with selective clients helping to solve their Business Problems. These include Product Launch readiness assessment and launch budget development, organizational efficiency/effectiveness and new commercial model development. In addition we assess investment opportunities in the life sciences sector. The following are examples of achievements on behalf of clients:BUSINESS DEVELOPMENT: Worked with the CEO of HEALTH SYSTEMS REFORM GROUP to help develop a global network to give small companies access to a global distribution model. HSR Life Sciences consults, partners with, and invests in biotech, Medical Device and Nutraceutical companies to improve their global footprint and market access thereby increasing patient access to innovative healthcare technology. The efforts are currently on-goingCORPORATE / DUE DILIGENCE ANALYSIS: Charged by the Chairman of the Board of a Venture Capital Firm (Confidential) to lead an investigation of a portfolio company that had underperformed after a tremendous market buzz. Investigation revealed multiple issues in science, company infrastructure, product development, and quality. Recommended an exit strategy with timeline and probability of technical and commercial success. This resulted in the Board decision to exit the investment, minimizing losses.ORGANIZATIONAL EFFECTIVENESS: Asked by the CEO to build client services and analytics capabilities for a small service provider. Inserted myself into the organization for six months. Developed an account management framework and trained client services in their approach from account planning to making connections to follow-up. The client services team generated ~ $1M in new brand work from existing clients. On the analytics side, we developed a data plan to make the pitch deck much more evidence based by highlighting the impact the services had on the client's objectives.

CORPORATE PROFILE: At $4B with 24,000 employees Quintiles Transnational is the World’s leading RESPONSIBILITY PROFILE: Clinical Research Organization and contracted commercial organization.125 employees with 8 direct. Design the new global strategy, gain approval by the Board and Senior leadership, roll-out globally and lead the integration of multiple divisions involved.ACHIEVED IN THIS ROLE• DIVISIONAL STARTUP TO $100M: Tasked to build and to turnaround a dysfunctional division lacking collaboration and exhibiting a long history of issues in transactional relationship management and eroding profits. Conceived the launch of a new “Strategy Division.” This division offered multiple strategic services: Brand, Product, Multi-channel delivery, and patient engagement solutions. This changed the paradigm to relationship based selling, which established sales trajectory in 6 months. Within 2 years, the division achieved $100M.• TURNAROUND / PROFIT RESTORATION: Deteriorating sales and eroding profit in the Communications Division led to morale issues. Investigation revealed organizational flaws. Led the senior leadership team to investigate, built, and implement the turnaround strategy. Reassigned team members, improved forecasting, and coached leaders to support sales. Installed weekly reviews, hiring, and financial management. This effort restored growth within one year, and set sales records achieving 25% growth with a 65% profit improvement.

CORPORATE PROFILE: $23B with 29,000 employees. Development, manufacturing and commercialization of ethical pharmaceuticals and biologics.RESPONSIBILITY PROFILE: 150 employees. Global market research for product pipeline, value determination, long-range plan and external in-licensing forecasting, due diligence on acquisition and licensing targets.ACHIEVED IN THIS ROLE• COST CONTAINMENT / REDUCTION: In an ongoing effort to streamline operational costs and improve efficiency, developed a 3-pronged approach to institute a better process of secondary and primary research. Upgraded search engines, developed a central repository of information (Reservoir of Knowledge) and led training. Within a year, eliminated duplicative primary market research providing annual cost savings of $1M. These efforts yielded cost-effective processes and insights to position our Brands most effectively and provided funding for 15% new projects.

NEUROSCIENCE BUSINESS RESPONSIBILITY PROFILE: At $3.5B, Neurosciences is the largest division of Lilly with 2,500 employees. Responsibility of launching and commercializing all neuroscience products in the US (Cymbalta, Zyprexa, Strattera, Symbiax).ACHIEVED IN THIS ROLE• BUSINESS UNIT TURNAROUND: Lilly removed the existing leadership of its largest business unit. Was chosen to lead Neuroscience Business Unit turnaround. Navigated extremely low morale, high attrition, and stalled products (Zyprexa and Strattera) during the time when Cymbalta was to launch. Established new vision and rebuilt market strategies and within 6 months, restored sales trajectory and completed the launch of Cymbalta. Within a year, this effort drove $700M revenue (+19%). This turnaround event caused Bernstein & Goldman Sachs to upgrade Lilly and the Cymbalta team was awarded “Large Pharma Marketing Team of the year.”

RESPONSIBILITY PROFILE: 1,020 employees with 8 direct. Recruiting and training of sales directors and district managers. Selection of National Sales Leader. Worked with analytics on design of territories, Districts and Regions.

STRATTERA BUSINESS UNIT CORPORATE PROFILE: $330M with 530 employees. Prepare, launch and commercialize Strattera, the first non-stimulant ADHD medication.RESPONSIBILITY PROFILE: 530 employees with 12 direct reports. Build and lead a team involved in the launch of Strattera, navigated the team through regulatory uncertainties, worked with the Child and Adolescent psychiatry Associates to integrate Strattera in their treatment paradigm.ACHIEVED IN THIS ROLE• PRODUCT LAUNCH: Challenged with the launch of Strattera amidst regulatory uncertainty. With a constrained budget and in anticipation of a positive FDA decision, my team built a launch timeline and approach strategy. This enabled the team to react quickly to meet preferred launch deadlines. In a matter of weeks after the FDA decision, the plan was in place with a prepared sales force. This fueled faster than average sales out of the gate which more than doubled Wall Street and Lilly’s expectations and signified a commitment to neuroscience research. Merrill Lynch was quoted as stating; “Elli Lilly knocked the cover off the ball with the launch of Strattera.”

RESPONSIBILITY PROFILE: 32 employees with 6 direct. Designed Brand teams for new product launches. Hired and promoted Brand leaders, developed pre-launch activity Gantt charts, coordinated with medical, manufacturing, marketing and finance

SALES ADMINISTRATION PRIMARY CARE CORPORATE PROFILE: 15 employees. Territory design, physician targeting, incentive planning, performance auditing, sales meeting planning and logistics, developing marketing/sales integration planRESPONSIBILITY PROFILE: 15 employees with 3 direct. Led a small group in all sales force administrative functions. Oversight of Managers. Develop integration plan for marketing roll-out to the field. Performed Regional Business Plan analysis and District Analysis.ACHIEVED IN THIS ROLE• PRODUCT LAUNCH PREPARATION: Lilly was preparing for the launch of multiple products into several therapeutic categories. Launched new sales forces, selected and developed new sales directors, and adjusted processes for district meetings, and sales and marketing integration. These sales forces were ready for all launch events. This event led to a promotion to ADHD Business Unit Leader in the Strattera Business Unit.

BUSINESS INTELLIGENCE & ANALYTICS CORPORATE PROFILE: 17 employees. Division responsible for business planning, business development, competitive analysis, environmental assessment, and new product planning.RESPONSIBILITY PROFILE: 17 employees with 4 direct. Design and build department, hire talent, develop a vision and mission, identify and on-board capabilities, develop partnerships with corporate and affiliate groups to integrate into the Lilly activities and demonstrate value.ACHIEVED IN THIS ROLE• DIVISIONAL STARTUP: Commissioned by the President of Lilly USA to build a new department. Within a year we investigated and instituted licensing/acquisition of new products, developed business planning processes, and developed competitive analytics to improve profitability. Developed vision, strategy, built the team, and led execution. Established roles and responsibilities, developed capabilities and processes, and established links to other Lilly departments. Achieved significant Business Development deal (Cialis) within 6 months. This strategy/execution was declared a best practice as a result.

US SALES CORPORATE PROFILE: 2,000 employees. Division responsible for the ethical promotion of product information to healthcare providers.RESPONSIBILITY PROFILE: 23 employees. Maintain functional territories, setting performance expectations and behavior in front of clients, performance assessment, feedback, disciplinary action. Reported performance to sales Director, recommendations for improvement.ACHIEVED IN THIS ROLE• DISTRICT TRANSFORMATION / WORST TO FIRST: Tasked with the turnaround of a poorly performing District (Detroit) ranked 78/83. Immediately rallied the disjointed team and began a battlefield restructure; training, mentoring, key accounts, territory penetration, and goals with metrics. As sales momentum grew, each team member began to gain ownership and a culture of accountability and performance excellence was realized within the year. Grew market share for every product line and half the reps won awards for performance.

US STRATEGIC PRICING CORPORATE PROFILE: $3M department with 8 employees. Pricing of new products, impact assessment of government laws, assessing profitability to customer segments, assure that Lilly fulfilled its Medicaid rebate commitments for 50 states as well as VA.RESPONSIBILITY PROFILE: Lead Manager for a department of 8 people with a $3M budget. Pricing of Centoxin and Reopro, development of transaction pricing process, segmentation of business plan by customer segments, assess impact of price changes.ACHIEVED IN THIS ROLE• PRICING STRATEGY: As the payer landscape was evolving, Lilly had no established net pricing for specific customer segments. Over a period of several months, led research to identify pricing for every product (Prozac, insulins, Axid, and Ceclor) by customer type. Compared price changes to assess gaps and trends and segmented products by customer. This was the first time Business Unit Leaders understood pricing trends of their products which led to a restructuring of the whole financial business planning process for Lilly USA.