Manage financial and business operations for this pre-clinical RNA company with breakthrough cancer therapeutic candidates. Partner with CEO and board to raise capital, explore strategic transactions, recruit staff and consultants, prepare financial forecasts, prepare for clinical trials, and manage audit and business operations. Lead successful IPO July 2021. (Initially part-time.)

CFO (part-time or interim) and capital raising for entrepreneurial companies, especially in the life sciences sector. Experience encompasses medtech, devices, biopharmaceutical companies and others. In addition to financial management, often serve in a senior operations role overseeing IT, HR, Legal, Facilities and related functions.

Joined this pre-revenue medtech company when it had six weeks of cash and faced imminent demise. Led rescue and turnaround, reducing headcount (from ~30 to 7) and other expenditures, raised capital, implemented/upgraded reporting systems, prepared company for IPO or other liquidity event (included completing Big 4 audits of three years of financials in five weeks). Liaised with investment banks. Negotiated substantial technology out-license producing over $23 million in less than five years and BARDA (U.S. Government) contract for up to $38.5 million. Revamped project spending planning. Oversaw IT, HR, legal matters and IP management. Interim President and CEO for seven months in 2013 while recruiting new CEO. Designed complex recapitalization transaction originally not believed possible. Completed international acquisition of bankrupt shareholder to retire a large block of Velico stock on extremely attractive terms.

Inaugural CFO for this international consulting firm with approx. $25 million of annualized revenues and 11 offices in the U.S., Europe and Canada. Managed four direct reports, six full-time staff, and oversaw IT and HR. • Significantly improved the quality and speed of financial reporting and information processing; • Completed major ERP upgrade from QuickBooks to MS Dynamics SL (Solomon) on schedule and within budget; • Negotiated increased line of credit with fewer covenants; • Reduced Accounts Receivable DSO from nearly 100 days to 38; • Reduced time to monthly close from approximately 25 days to 7; and • Led company through first outside audit.

Provided financial leadership for this inter-national pharmaceutical company with approx. $22 million of peak revenues and 80 employees (half in the US; half in Europe). Oversaw three direct reports and a staff of eight. Played a key role in merger and acquisition discussions ultimately leading to $25 million merger agreement. • Reduced losses by approximately 25% in one year; • Restructured reporting systems, budgeting process, financial forecasting and management information systems to deliver more meaningful information in a more timely manner; • Directed the accounting, financial reporting, consolidation, audit, budgeting, project management and information technology activities; • Lead company’s outside financing and strategic investor initiatives; • Dealt with shareholders, auditors, investment banks and institutional investors; • Implemented an expanded Employee Stock Option Plan, including obtaining an independent valuation.

Founded, built and managed firm’s investment banking and syndicate departments; served on executive committee. Provided public offering, private placement, merger/acquisition, strategic partnership and other strategic development and financial advisory services to emerging growth companies, mainly in the life sciences (biotechnology, pharmaceutical and medical device) industry. Extensive new business development work. Starting with no banking presence and approximately 20 brokers: • co-managed then second largest biotech IPO in history, a second public offering, three private placements, two sales of companies, and numerous valuations; • performed in-depth due diligence and financial modeling; • authored high-quality offering documents, business plans and road show presentations;• developed a significant number of relationships with companies in target sector; • built and trained department’s staff; and• expanded awareness of firm and its capabilities among prospective clients, other Wall Street investment banks and other constituencies.