Veranex enables concept through to commercialization by accelerating speed to market, controlling development cost, mitigating risk, and assessing market viability. At every stage, we help medical technology companies realize efficiencies in cost and time with our integrated and comprehensive solutions.

Advisor to public and private companies seeking strategic acceleration and commercial execution

Sense disrupts the conventional molecular testing paradigm with an innovative approach which sets it apart. Unconstrained by complex and expensive capital equipment, Sense technologies enable patient care by delivering simple, high-quality, and ultra-rapid alternatives to conventional polymerase chain reaction (PCR) testing.► VC-backed startup innovating novel, rapid, instrument-free molecular testing devices for Point-of-Care environments► first commercial employee, selected by BOD to design & execute global commercialization and organizational strategy► Recruited global commercial leadership team while developing essential agency, distributor, and KOL partnerships► Commercial representative & advisor to BOD, investors, bankers, and strategic M&A partners► Executed sale of the Company to Sherlock Biosciences, February 2023

► $400M capital, consumables, software, services business in O.R. and ICU segment. 170 employees, 21 sales agencies► Delivered above-plan performance of 108% (+$28M), growth in all segments despite unprecedented quality challenges► Led commercial integration for CASMed acquisition, delivering positive revenue and cost results vs. finance model► Revitalized & restructured sales org, expanding 20%. Revamped hiring & training for greater impact, expanding portfolio► Executed FCA remediation with unprecedented results. Improved design & launch processes with cross-functional peers

Astute Medical's NephroCheck® Test System shifts the paradigm from diagnosis to prevention for Acute Kidney Injury by aiding in the risk assessment for moderate or severe acute AKI.►Global go-to-market responsibility for VC-backed novel biomarker firm launching its first FDA-cleared product ►Executed capital raise with Exec and VC team, additional revenue-generating licensing agreements for current and future products►Achieved first $3M revenue; while realigning commercial strategy, brand identity, direct sales & distribution partners►Revitalized organization, accelerated revenue with improved talent, scalable processes & systems, and KOL support►Executed sale of Company for $90M to bioMerieux, collaborating with executive team and investment bankers

Revenue & GP responsibility for $190M capital, consumables, analytics software and services business serving intensive care, post-acute, and physician office segments. Led strategic shift while outperforming industry peers in a highly regulated FDA Class 2/3 segment. 5-channel commercial organization of direct and indirect sales (145 total personnel)►Delivered 100% and 106% of budget, 4% and 12% annual growth (organic) vs. market CAGR of +/-2%, overcoming product recalls and competitive product launches; Improved revenue productivity 20%►Drove strategic shift to “solutions” model incorporating device interoperability and software analytics, redefined basis of competition, elevated the sale to C-level►Refined commercial offerings to include SAAS, rental, leasing, and upgrades►Directed improved selling tools to differentiate offerings, enhance competitive positioning►Restructured organization to facilitate cross-selling and clinical sales alignment, enabling 23% more customer touches and reducing T&E by $240k►Streamlined operational cadence, improved field communication, decreased managers’ time 50%, improved forecast accuracy 22%►Overhauled quota & compensation process; aligned incentives to growth drivers, improved quota achievement 35%, reduced errors by 90%, improved satisfaction from 40% to 95%►Partnered with IT to lead deployment of modern CRM/CPQ systems, improving productivity, professionalism, and compliance►Installed system that ensured solid manager feedback against meaningful development objectives, reliable KPIs, comprehensive 360-degree reviews, and defined succession paths for all key roles►Championed efforts that sustainably improved culture to embrace transparency, accountability, and teamwork►Redesigned hiring & training model to improve talent & develop skills. Decreased turnover 65%. ►Installed Challenger selling process to enable strategic shift; aligned downstream marketing to facilitate organizational uptake and execution

Corporate Officer of mid-cycle, VC-backed start-up capital, software and services company serving the orthodontic segment, bringing transformational 3D treatment planning systems and therapeutic appliances to market. Led field sales, consulting, training, and business development while contributing to both Executive Management and Board of Directors to define the Company's direction and commercial strategy.►Refined the commercial offerings for both new and current customers, created a sustainable commercial sales process and implemented the resources/infrastructure to support it, advanced the skills and talent of the sales and services organization►Developed a scalable systems implementation methodology inclusive of clinical training, in-practice workflow, and customer-benefiting business development tools, education, and assets►Booked new customers annually at 15-20% of base and grew service billings 57% over 3 years, to $25MM total revenue in the face of an overall orthodontia market in decline 3-5% annually from 2008-2012 ►Brought in first-ever international business with successful launch in Australia, capturing 5% of the patient market and $3.5MM new revenue at initial launch, then doubling revenues since 2010.Positioned Company for eventual full-scale launch into Europe and Asia with first 6 pilot customers in Europe and first 3 pilot customers in Japan►Implemented SalesForce.com CRM and Marketo marketing module to enable sales process and enhance scalable prospect and cleint interaction

Division VP/General Manager, DJO Healthcare Services (2008)P&L Responsibility for $120M, 125 employee U.S. business unit, offering in-office orthopedic product dispensing programs, technology & software offerings for orthopedic practices, consulting & education services, third-party billing/collecting offerings, and regulatory & compliance programs.►Delivered 7% organic growth vs. flat market segment ►Integrated and rationalized 4 legacy business units from merger of DJO and ReAble Therapeutics, expanding employees and locations by 25% while consolidating systems and financial operations►Conceived and launched new-to-market services, creating a unique portfolio enabling growth of the Company’s product brandsVP/General Manager, Sales & Marketing (2004 - 2007)Revenue & GP responsibility for $100M DonJoy, AirCast, ProCare, and Regeneration brands through hybrid orthopedic sales force of 19 independent distribution and 2 direct sales forces (approx. 120 sales personnel)►Delivered 4-year CAGR of 14%, compared to peer regions 7% and market growth of 3%. ►Delivered Above-Plan Revenue objectives while performing at 90% of Expense Plan►Led targeted re-deployment of field sales force through strategic buy-out of underperforming distribution entities, resulting in aggregate growth of 50% in affected areas in subsequent year►Led integration of sales forces through acquisition of OrthoLogic and AirCast brands►Led strategic planning process for DonJoy brand, transforming go-to-market offerings to align with current market needs through organic program development and strategic partnerships►Developed operating mechanisms and business systems for measuring and managing Distributor-Partners on a daily, monthly, and quarterly rhythm, and translated best practices to region peers

P&L Responsibility for Asset Management software company. Delivered first operating profit, cashflow, and revenue growth to Corporate in 2+ years. 100+ employees in Sales, Marketing, Services, Support, R&D, HR, and Finance ►Led business through strategic planning and restructuring for return to profitability through targeted revenue/share growth in the EAM software market, expansion into adjacent segments, reorganization, and cost actions. ►Financial Improvement: increased Operating Profit (0.4M vs. -1.1M PY), delivered positive cashflow ($1.2M flow vs. $2.1M burn in PY), and grew revenues (5% vs. -14% PY), outpacing overall market declining 9% annually (Gartner)►Strategic Business Improvement: reorganization/functional redeployment to low-cost countries, upstream/downstream partner alignment, strategic product enhancements, re-directed marketing efforts and improved sales force effectiveness

Zone Services Sales General Manager | GE Healthcare Services (2001-2003)Field Leadership Role, managing 30-person sales/marketing organization, indirect leadership of 18 Service Delivery Managers.►Led 10-state Zone to 12% growth, over $250MM annual revenues►Rebuilt sales team (50% turnover) while achieving orders and revenue budgets►Championed 2002 reorganization efforts, designing and deploying new multi-tiered field sales organization by integrating three separate teams►Established organizational and process rigor, integrating sales and services teams to a unified revenue forecasting procedure►Coached and developed five first-time managers to lead region teams U.S. Sales Operations/Programs Manager | Six Sigma Black Belt (1999-2001)Headquarters Staff Role, reporting to Americas VP/General Manager of Sales & Marketing.►Led Technical Sales Leadership Program: 15-month program developed engineering grads into sales consultants and future GE leaders. Recruited, hired & trained 45 employees►Led creation, contracting, and development of first-gen CRM, $1.4MM hard cost savings, 20,000 hours field sales productivity.►Certified Six Sigma Black Belt. Drove key sales ops projects, reduced order defects 80%, reduced late adds 25%; standardized price book, e-quote configurator, backlog conversion processVascular X-Ray Product Specialist | New Orleans, LA (1997-1999)Responsible for $20MM+ region budget, technical sales support and strategic coaching, and dotted-line managerial responsibility for 10 sales representatives.►Increased orders performance 29%, 18% above budget. Annual orders volume over $22MM.►Developed price realization strategies and marketing programs, delivering 3% price improvement in deflationary market►Designed national best practice training programs, “e-classroom” and “planner tools"►Selected to Ultrasound task force to develop go-to-market strategy, sales tools, and training

Account Manager | Pensacola, FL (1995-1997)Represented GEMS’ line of capital equipment, software, and services to hospitals and imaging centers.►Orders growth from $2.5M to 8.5MM, share growth from 25% to 85%►Sigma Society and Sigma Board (GE’s top 10%)►Mentor to 2 new hires, led trade show planning, laptop/software championLeadership Development Institute | Technical Sales Program (1994-1995)Highly competitive 3 rotation program emphasizing business acumen and leadership development, consultative selling skills, account & territory management, and project management