• Full accountability for the Surgical Robotics P&L, global sales, and gross profit for the business • Driving scale up/commercial momentum of the business outside US - Europe, LATAM & Asia• Working on market access and commercial readiness for the US launch• Driving innovation/portfolio strategy and execution and scale up of supply chain• Lead a cross functional team to manage the global HUGO business with following functions as direct reports (Marketing, US Sales, R&D/Portfolio, Service & Repair, Customer Success, Strategy, Medical Affairs) and following functions as dotted line (clinical, Surgeon and Internal Training, HR, Finance, Legal, Regulatory, Quality).

Charter Member of TiE Boston. TiE is a network of entrepreneurs focused on mentoring, networking, education, funding, and incubation. TiE has over 60 chapters in 17 countries and has helped create business collectively valued at over $75B

Global leader of the DePuy Synthes, The Orthopedics Company of Johnson & Johnson, $1B diversified Sports Medicine and Shoulder Reconstruction business, providing end-to-end leadership from strategy through to execution, including:• Full accountability for the Sports and Shoulders P&L, global sales, and gross profit for the business • Led a diversified portfolio: an injectable business for HA, Capital business, Soft tissue and joint reconstruction business• Launched new Shoulder Implant System (INHANCE) and turned around the DPS Shoulder business, growing it above market after years of decline• Grew Surgical Sports business above market in EMEA and ASPAC and Injectables business above market in the US• Chaired a multifunctional leadership team across R&D, franchise marketing, regional commercial leads, supply chain and support functions to deliver global platform growth and performance• Drove digital transformation by incorporating Augmented Reality and AI planning for Shoulder Reconstruction and AI in Arthroscopic equipment• Led DE&I initiatives to create and foster inclusive work environment• Member of Management Board of $9B global orthopedic business

Leader of J&J's $1.5B Orthopedic Business (DPS) in Asia Pacific. Member of Global DePuy Synthes leadership team (Management Board of $9B global orthopedic business) and Asia Pacific Medical Devices leadership team (Management Board of ~$6B medical devices business in APAC). Report to Company Group Chairman of J&J Medical Devices APAC• Directed all orthopedic businesses (Velys Digital Surgery, Joints, Spine, Trauma, Sports, CMF, Power Tools) in Asia Pacific markets (China, Japan, Australia, New Zealand, India, Korea, Taiwan, Hong Kong)• Drove digital transformation through build-out of integrated virtual health platform and development of digital surgery strategy, encompassing robotics, AI planning, and care navigation technologies• Led cross-functional team of Country General Managers and members from finance, supply chain, marketing, education, business development, regulatory and healthcare economics departments to manage >$1B orthopedic business in ASPAC

Oversaw $1.5B knee replacement business for J&J. P&L leader directing global sales, net income, strategy, portfolio, new product development, licensing & acquisition, and branding. Led cross-functional team of strategic marketing, operations, R&D, quality, regulatory, clinical and global regions (US, EMEA, ASPAC, LATAM). Reported to President, Joint Reconstruction• Transformed global knee business, achieving positive volume growth after 2.5 years of decline with portfolio transformation, evidence generation, patient outreach through digital marketing and sales force training• Led cross-functional team to develop digital (AI/ML/Wearables/Sensors/Computer Vision Technologies) and Robotics initiative; efforts led to defined product roadmap and go-to-market strategy• Directed execution of digital strategy and portfolio plan for knee business through partnerships (e.g. Zebra, Knee 360), acquisitions (e.g. Orthotaxy) and internal development • Developed comprehensive and competitive knee portfolio through internal R&D and L&A investments. Secured additional investment for the business• Led launch of 12 new products and achieved sales target for these launches• Nominated to J&J’s Accelerated Enterprise Leaders program for high potential Vice Presidents

Held a chief of staff/apprenticeship role with the U.S. President of DePuy Synthes and sat on the U.S. DePuy Synthes Management Board/Leadership Team ($5B Orthopedic Business). The role involved leading the execution of critical commercial initiatives and working on the following initiatives:• Defined 3-year strategic roadmap for the U.S. business• Coordinated with the members of the leadership team to execute on the priorities and achieve the revenue and growth targets• Developed the go-to-market model for DePuy Synthes U.S., which involved defining the salesforce structure, salesforce mix and channel strategy• Worked on initiatives to drive profitability, L&A and Talent Strategy• Nominated and completed Johnson & Johnson's Talent Acceleration Program for high potential employees

• Oversaw commercial strategy, pricing and business insights for the $10B global Orthopedic business• Led cross-functional team of 30 senior leaders through strategic learning process, defining “top 5 strategic priorities for company"• Spearheaded business planning (for next 12 months) and strategic planning (for next 8 years) process for $10B global orthopedic business.• Defined key areas of priority by business and geography for investment during the Portfolio Planning process.• Performed due diligence for key business development deals.• Developed customer targeting and pricing strategy, achieving pricing performance in line with the business plan.• Created innovative risk-sharing models, a first for DePuy Synthes, sharing risk with customers• Concepted strategy for “value segment” (price-sensitive segment in Emerging Markets), which led to entry into the fast-growing market segment• Recognized as “High Potential Employee” and nominated for Johnson & Johnson's Talent Acceleration Program for future Business Unit Leaders

• Led the rollout and worldwide deployment across the U.S. Europe, Asia, Latin America of ATTUNE knee implant platform (expected to generate $1B+ in sales 5 years post-launch)• Executed Limited Launch of the new Knee implant in 4 countries (US, UK, Italy, Germany) achieving ~$4MM in sales in first 6 months.• Developed and implemented the Professional Education and Sales Training plans for the new knee platform, training 1200+ sales reps leading up to the launch.• Implemented sales incentives to drive knee growth.• Crafted and implemented the pricing strategy for the new implant and instrument system.• Developed worldwide forecast for implants and instruments and worked with Supply Chain to plan global deployment.• Led the planning for Market appropriate Knee implants in India and China.• Developed WW strategy for the Knee replacement business.• Managed and developed a diverse team of product managers.• Consistently rated as a top performer at Johnson & Johnson and identified as a high potential employee

• Led commercial launch efforts for a new Capital Equipment & disposables product in the OR. The work involved launch planning, messaging, targeting, pricing and plans for sales rep training.• Held strategic marketing role and managed portfolio planning/portfolio strategy process for the Osteoarthritis platform. The work involves understanding the trends in the industry and ensuring that the pipeline of products is well-positioned to meet the future needs of the market.• Member of the corporate initiative team to evaluate and assess the opportunity in the Osteoarthritis space• Conducted multi-stakeholder (Patient, PCP, Surgeons, Payors) market research. The findings have contributed to the direction of new product development in the OA space. • Guided market research to identify opportunities for indication expansion of Orthovisc (HA injection). • Managed portfolio planning for the Arthroscopic Equipment platform. The work involved understanding the trends in the industry and ensuring that the pipeline of products is well-positioned to meet the future needs of the market. • Developed recommendations for Shaver strategy. The work involved detailed analysis of physicians, materials managers and sales force to formulate the strategy.• Conducted market research to identify unmet needs and define innovation opportunities for Arthroscopic pumps, shavers, burrs and RF.• Performed due diligence for various L&A or M&A opportunities across OsteoArthritis and Arthroscopic Equipment platforms. The work involved identifying the unmet clinical need, market sizing and assessing commercialization issues like reimbursement and channels to market.• Member of a corporate initiative to understand emerging role of patients, payors and providers and recommend steps to reach out to these stakeholders

• Led a project to create a methodology to identify innovation opportunities and applied the methodology to identify new product ideas in obesity for a leading medical devices company; Project was worth $1M and had a team of 3 associates• Oversaw a project to identify new product opportunities and create business plan for a new technology developed by a chemical raw materials company• Conducted workshop at a mental health company to identify opportunities to grow revenues in adjacent spaces to mental health

• Evaluated the market opportunity and developed marketing plans for diabetes drug of a leading Pharmaceutical company as a consultant• Conducted cost benchmarking study for a leading Business Process Outsourcing services provider and recommended changes to make their price of services more competitive • Led a Retail Cost Benchmarking study for a tissue, pulp, paper manufacturer and recommended product portfolio for further investment based on cost competitiveness and market attractiveness• Drove a strategic target assessment on an acquisition intended to be a potential entry point to the small and medium business (SMB) segment for a Fortune 500 IT/BPO services firm• Advised and assisted in organizational restructuring of a leading Pharmaceutical company

Worked on cost-effectiveness models

President of South Asia Business Association. Member of the Healthcare club

• Successfully implemented a project to increase the speed of the paper machine leading to $4 million in capital expenditure avoidance, leading to new product launch initiatives.• Coordinated the planning of action steps and supervised 24 technicians and engineers in successful execution. • Managed work performance and career development of eight technicians. Trained a department of 26 managers and technicians in areas of safety, quality and process control. • Analyzed production numbers to identify potential efficiency improvements and cost savings. Identified potential to reduce minor stops on the paper machine and optimize the use of raw materials. • Implemented process changes to yield annual savings of >$175,000 and >100,000 respectively.