Nate Harrington Email & Phone Number

Greater Boston

Responsible for managing existing IGT investment portfolio, including board of director seats, and for executing new investments in collaboration with IGT business development colleagues.

Greater Boston

Responsible for strategic alliances, investments and M&A for Philips' Image Guide Therapy (IGT) Business Group

Greater Boston

Responsible for electrophysiology-related strategic alliances, investments and M&A for EPD Solutions, a Philips Company

Greater Boston

Responsible for strategic alliances, investments and M&A for Philips' Image Guide Therapy (IGT) Business Group

Andover, Massachusetts, Usa

Senior Director responsible for strategy and business development activities (M&A, partnerships, etc) at Philips' Imaging Systems Business Cluster with focus on radiation oncology and cardiovascular businesses.

Greater Boston Area

Greater Boston Area

Spearheaded Business Development efforts efforts for M&A, co-development, distributions and licenses.• Drafted Term Sheets and negotiate definitive agreements • Presented deals to Executive Committee • Coordinated internal and external Legal teams, Finance, Tax, R&D, Operations, Quality, Clinical, Regulatory, Marketing and Sales on all aspect of diligence• Cultivated relationships with investors and company CEOs

Greater Boston Area

Senior Group Marketing Manager, Stents & Coatings Franchise (2006-2009) • Led team of 4 product managers managing $150+m in WW sales, overseeing 3 launches, 4 upstream projects. Consistently met or exceeded plan. • Developed franchise strategy and managed upstream product portfolio of stents, drug eluting stents, drug coated balloons; led cross functional teams including R&D, Regulatory, Clinical, Pre-Clinical, Marketing Science, Quality, Business Development.• Assisted division president in strategy development and presentation preparation of 2008 & 2009 division Strategy Plan for CEO and Executive Committee.• Led division’s 2009 Annual Marketing Plan process, directing US and international marketing teams.• Directed specialty Medical Advisory Board (MAB) of 12 KOLs (domestic and international); developed material for Strategic Advisory Board Sr. Global Product Manager, CryoPlasty (2004-2005) • Led PolarCath franchise during 2nd year post-launch to $29M – a 46% increase in sales and $1M over plan – eventually surpassing $40M, including upstream development of line extensions Global Product Manager, Guidewires & Thrombotics (2003-2004)• Surpassed target to hit $89M in 2004 sales; forecasting within ±2 % of plan each quarter, included launch of 3 new products.

Greater Boston Area

Boutique strategy consulting firm focused on evaluating the commercial potential of new medical technology. Led 20+ medical device and biotechnology projects including:• Screened and evaluated entire medical device sector to prioritize attractive segments and specific targets for a private equity client to proactively pursue LBO deals. • Led several due diligence projects for private equity clients in technologies including computer aided surgery, device-related analytical lab testing and device contract manufacturing.• Performed due diligence and valuation of potential acquisition of medtech company for a Japanese conglomerate on the commercial potential of novel adhesive technology for med-surg products • Led market evaluation/economics study to estimate market size, value-based pricing and prioritization for clinical trials for VC-backed firm developing a bio-artificial kidney for renal failure.• Conducted in-depth analysis of therapeutic technologies, disease categories and markets, including:– Angiogenesis therapeutic (FGF) focused on Coronary and Peripheral Arterial Disease– Anti-TGF therapeutic for scleroderma– Endometrial ablation for abnormal uterine bleeding– Small molecule therapeutic for treatment of basil cell carcinoma – Transfusion aphaeresis devices for blood banks and hospital intra-operative blood salvage– Embolics for treatment of fibroids by uterine artery embolization – Medical imaging PACS, supplies, distribution and servicing of capital equipment. • Co-authored “When Earnings Can Wait.” MX, Medical Device Executive, January, 2003

Greater New York City Area

Division of CSC Healthcare Group focused exclusively on providers and payersAssociate Consultant – Strategy Practice, select projects included: • Led team to revitalize Northeast health plan’s physician network. Conducted extensive interviews with physician groups, profiled and benchmarked fee schedules, and completed market analysis leading to recommended changes in physician reimbursement. • Designed strategy for a prominent School of Medicine across research, clinical and educational missions to improve its national ranking. Identified research areas for investment and specific strategies for improving research economics. • Performed portfolio analysis of health system’s service lines to target areas for growth and investment. Analysis led to merger discussions and the affiliation with an academic medical center allowing health system to sustain market presence and financial viability.• Planned successful turnaround of a PCP network through assessment of physician productivity, operational performance and skill mix. Developed a decision analysis tool for CEO to quantify risks and benefits to health system of maintaining network and divesting selected practices.

Mba, Strategy

Ab, History, Economics