We are Interim resources and Advisors. We provide Innovation & Business Development inMedtech, Life Science and Digital Health.For innovators: Identify & Exploit Unique Value PropositionFor Corporate R&D: Scout & Access External InnovationFor Startups: Business Coaching & Hands-on Resource

Appointed member of the EIT Health's Mentoring & Coaching Network (MCN). Completed mentoring and business coaching of:Bonescreen GmbH (Germany): TU Münich spin-out company focused on Artificial Intelligence + spine imaging. Bonescreen is part of the EIT Health Wild Card programme. KAMU Health (Finland): Device and digital solution to make asthma management easy and effortless – to maximize the number of symptom-free days for asthmatics.InterSeed Digital Health Programme aimed at matching digital health startup solutions with Big Pharma challenges. I managed the Danish part of a consortium of European programme partners: EIT Health, Roche Denmark, Novartis Ireland, Pfizer France, DTU Entrepreneurship (Denmark), Medicen (France), Tangent Portal Trinity College (Ireland).

Appointed business coach in EIC Accelerator under the European Innovation Council and SMEs Executive Agency (EISMEA) and earlier Executive Agency for Small and Medium-sized Enterprises (EASME). My focus areas: Innovation, Business Development, Commercialization and IP Strategy in Medtech, Life Science and Digital Health. I have coached SME executives in companies located in Denmark, Sweden, Norway, Germany, Netherlands, England, Belgium, France, Italy, Austria, Israel, Slovenia, Ukraine, Serbia. See more details in "Projects section".

I am External Associate Professor and Lecturer on DTUs flagship course X-Tech Entrepreneurship for M.Sc.-students. The course builds technological entrepreneurship skills in M.Sc. students from all specializations. The students are assigned teams of 5-6 students. Each team is presented with a unique opportunity based either on a novel technological solution to be matched with a relevant commercial application or an unmet need looking for a suitable technological solution. Teams are paired with experienced industry mentors and project proposers. The program has generated a range of succesful university spin-out companies.

The Center for Technological Entrepreneurship is central in Technical University of Denmark's courses and research on entrepreneurship. I am External Associate Professor on X-Tech: DTUs flagship course for M.Sc.-students in technological entrepreneurship. In addition, I am Industry Fellow with focus on Medtech/e-Health projects. Each year +200 students are enrolled in the course.

Keldmann Innovation A/S has a history of decades of innovation consulting for Scandinavian clients and innovation practice on own projects: We create innovation – and innovators. Based on the company’s decades of innovation experience we created an online learning platform for international innovation professionals at project level and executive level: https://learnfrominnovators.com/

Novo Nordisk Foundation is funding the development and realization a Danish “by-invitation-only” investor network in medtech, digital health and life science. The network is aimed at Business Angels, VCs and Family Offices. The project consortium consists of Nextwork (originator of network idea), DTU Science Park and DTU Center for Technological Entrepreneurship.I have managed the development and realization of the investor network upto the first network meeting - based on the original idea and research by Jesper Højberg Christensen, Nextwork. My work included planning the five network meetings at following four trans-national locations: SDU in Odense, Bagger-Sørensen Family Office in Vejle, Zibrandtsen Family Office in Taastrup and at ALK in Hoersholm. Key tasks solved• Retrieved and utilized prior project work by project partners• Developed network concept and meeting programs • Identified and contacted selected investor profiles • Identified, contacted and curated qualified startups for pitching • Identified, contacted and involved key eco-system organizations • Managed completion of first network meeting - well attended and successful• Attracted new investors by “word-of-mouth”• Prepared and completed hand-over of the project management to successor

Bonescreen is a TU Münich spin-out company enabling opportunistic disease detection” of patients CT-scan for additional diseases. bonescreen’s identified digital biomarkers combined with AI-supported analysis tools detect early stages of osteoporosis. Bonescreen enables early diagnosis and early therapeutic treatment – with higher probability of best clinical outcome for patients.Bonescreen is part of the EIT Health Wild Card programme. Bonescreen’s founders selected me as Lead Mentor, with weekly mentoring sessions. We defined core tasks and addressed them in prepared team coaching / workshop sessions:• Commercial Strategy and Business model development • IP Strategy development • HCP stakeholder identification and engagement• Review of soft-funding grant applications• Selecting key profiles for Board of Directors

As CEO of Direct-Haler A/S I headed the industry sale transaction where Acerus Pharma acquired all respiratory product pipeline (three generic asthma compounds in Ph I – III, and drug delivery device technology assets (pulmonary & nasal). Following the industry sale, I was appointed member of the Collaboration Forum between Acerus Pharma and Keldmann Healthcare.In the Collaboration Forum I had a core role in monitoring and ensuring:• Continuation of respiratory pipeline product development • Compliance to commitment of R&D ressources• Identification of new DDS application opportunities• Identification of pharma partnering opportunities for development & commercialization• Exploitation of out-licensing opportunities• Alliance management of out-licensed technology • Legal clarifications of rights and obligations in agreements• Management dialogue for conflict resolution

Roche Denmark entered a collaboration on two initiatives with DTU Center for Technology Entrepreneurship. I managed the two engagements:No.1: External Innovation & Solution ScoutingThe collaboration programme included EIT Health, Roche Denmark, Novartis Ireland, Pfizer France, Medicen (France), Tangent Portal Trinity College (Ireland) and DTU Center for Entrepreneurship. We achieved:• Scouted European innovative startups/SMEs with potential digital solutions to specific Roche-defined challenges. • Identified and engaged fourteen digital startups in a maturation process towards 1:1 meetings with Roche representatives. • Managed the development and delivery of an engaging programme with external domain experts. Maturing the startup management team in facilitated process and case-based training. • Facilitated 1:1 meetings between solution providers and Roche. Based on the programme experiences, I developed an expanded external technology scouting and access programme. Identifying technology needs related to each drug asset at various stages (clinical development, trial recruiting, market penetration, patient compliance & adherence, lifecycle extension).No. 2: Roche-defined disease-related digital solution challenge. University spin-out• Roche Denmark defined a key challenge related to their R&D pipeline in drugs for treatment of dementia. • I coached the 6-person M.Sc. engineering student team during 5 months in the DTU X-Tech Entrepreneurship course. • The team identified a novel approach to early stage Alzheimer’s Disease symptoms detection. Instead of personal tests – the person would be monitored by smart phone on changes in speak and gait. Data collection by smart phone and AI analytics enabling detection of symptoms. • The team has successfully created a spin-out company: @DemensAI.

RhoVac developed a unique prostate cancer therapy, targeting metastatic cells to prevent cancer recurrence and progression after primary tumor therapy.RhoVac obtained a Horizon 2020 (EIC Accelerator) grant and hereby obtained access to Business Coaching. RhoVac’s CEO selected me as Business Coach. Each of the sessions were prepared and researched to cover the following aspects in CEO-dialogue: • Value proposition for the clinical applications and patient types of lead drug candidate • External communication channels and messages • Key value drivers for big pharma partners • Extract maximum value from engagement of transaction advisor • Identify trade-offs between deal type alternatives• Identify and apply “irrational factors” to enhance deal making• Identify alternatives to unattractive deal offers • Identify multi-indication strategies to increase drug asset value • How to break challenging news to stakeholders

Novo Nordisk A/S, Global R&D, entered a collaboration on two internally developed and patented technologies with DTU Center for Technology Entrepreneurship. I managed the collaboration and supervision of the X-Tech Entrepreneurship student teams:The scope of the collaboration was to enable external commercialization of the Novo Nordisk developed technologies. The initial step was review of potential technologies from the Novo Nordisk patent portfolio. The chosen technologies were paired with DTU X-Tech project teams of M.Sc. students, industry mentors, faculty supervisor and the technology inventors & team from Novo Nordisk. Technology 1: Primary packaging for injection Drug delivery systems (DDS) enabling preservative free multi-injection devices. • Identify value proposition to key stakeholders• Mapping of industry players and potential application areas• Engage stakeholder dialogues• Explore Business models • Explore technology partnering & commercialization Technology 2: DDS device-integrated biomarker monitoring for chronic patients• Identify value proposition to key stakeholders• Develop embodiment concepts for sensor integration• Engage stakeholder dialogues• Explore Business models • Explore technology partnering & commercialization

Ropca is a spin-out company from Southern Denmark University (SDU). Ropca's unique technology enables early detection and treatment of Rheumatoid Arthritis. The Ropca solution is an ultra sound hand scanning robot + AI & software for clinical image analysis.As business development consultant I completed following tasks:• Collected Reumatoid Arthritis (RA) disease statistics and analysed importance of early RA detection & treatment• Collected data and analyzed existing clinical practices (UK, Germany, Nordics, France, Italy)• Formulated Ropca solution value proposition• Evaluated uniqueness of Ropca value proposition• Mapped marketed competing solutions. Presence & Market share• Collected and extracted market insight (current & potential market size & value)• Mapped R&D pipeline of competitors + new entrants• Identified and contacted Key Opinion Leaders (KOL). Obtained Letters of Intent & Letters of Support. Five KOL dialogues with European centres were planned, prepared, completed.• Supported Ropca's EIC Accelerator grant consultant in finalization of commercial wording in grant application• Collected information on reimbursement og distribution services for specific countries• Mapped potential Distributors and proposal for distributors i Danmark, Germany, UK og Nordic.• Generated ideas on additional Ropca technology applications & additional products• Provided commercial input and facilitated Board of Directors commercial discussion and decision making

Roles and responsibilities during engagement:• Injection Device Tech Lead for two biological combination products in R&D pipeline, Phase 2. • Headed two strategic workstream teams for review of injectable Drug Delivery System (DDS) options and define strategic DDS recommendations to Development Board (top management).• Headed identification & evaluation of injection DDS alternatives: Devices, adaptation process, supply chain and suppliers. Defined and presented final DDS selection options.Results achieved and deliverables completed during engagement period:• Operational recommendations for DDS strategic decisions. Endorsed by executive management• DDS device selection for two new products. Based on collected cross-functional criteria & evalutation• Tasks and presentations completed on agreed time and presented in English/Danish.• Weekly status reports on new: Insights, decisions, tasks, discoveries and resource persons.To achieve the results and deliverables following activities were completed: • Identified, mapped, connected and involved internal DDS stakeholders and resource persons.• Defined key requirements and selection criteria for DDS selection • Retrieved, reviewed and extracted insights from prior internal DDS, market and user research.• Identified, engaged and extracted technical & commercial insights from suppliers and external resources.• Synthesized the collected insights and build essence overviews & slides. • Presented, engaged and communicated to mobilize internal contributions & “buy-in”• Completed transfer of insight and processes to new internal DDS resource persons

As interim business developer in the SDU RIO Commercialization team I contributed to commercialization of research results from SDU and the hospitals in Region Southern Denmark. Specific assignments:Task: Camera pill (cancer detection in gastrointestinal tract). The task was to review the venture case of university spinout – and engage the inventor team in a potential spinout. The Camera pill + AI and image analytics enable cancer detection. Potential opportunity as a patient convenient alternative to endoscopy – and allowing better exploitation of hospital personnel and resources. Completing the task included:• Inventor team dialogue and research on project history and patient data• Business case development for venture case• Identify unique innovation and position to commercialize• Identify key elements and steps in a commercialization• Engage university and hospital inventor team to pursue university spin out• Later: Realized as Stratos AI spinout company. Providing AI-powered patient stratification and an innovative camera pill for full digestive tract analysis. Task: Hemove (blood analysis). The task was to build and optimize the corporate partnering presentation material for Hemove. Hemove enables clinical decision making on hemolyzed blood samples. Hemove removes the hemolysis effect. The innovation is a novel blood reagent, formulation and application. Completing the task included:• Researched prior SDU RIO work completed on the project• Researched and quantified the unique value proposition of Hemove for both hospitals and analysis technology/service providers• Researched & quantified the hemolysis problem in clinical settings• Researched & quantified the expected positive clinical impact of Hemove• Researched & quantified the expected hospital cost saving impact of Hemove• Visualized Hemove implementation options (automatic, semi-automatic, point-of-care)• Built and optimized slide deck for corporate partnering

Innovative Drug Delivery Device System company focused on development and commercialization of for large volume drug injections. Platform of disposable WBI (Wearable Bolus Injectors). Based on proprietary technology using osmosis as driving force. The device offers a unique combination of performance, simplicity, usability and cost. Subcuject is financed by the venture funds Vaekstfonden and CAPNOVA.My responsibilities included: Company strategy, P&L budget and reports, partnering and communications strategy, external liason with big pharma, company Board of Directors meetings and reports. Worked closely with founder and company Board members.My accomplishments included to: Meet investor milestones, sign partnership with world-wide top-10 pharma company, submit grant applications for EIC Accelerator non-diluting funds (€Xm) and national funds.

Keldmann Healthcare A/S was contracted to develop and implement Hospital R&D Project Management Office SaaS solution for professionalization of hospital R&D management. The contract included co-development of Sharepoint-based solution, Change management implementation and operation & maintenance of the hosted solution.I was Program Lead (with CEO reference) of the development and implementation of the Healthcare-IT PMO solution for innovation and R&D management in four clinical departments. Lead teams of research professors, chief physicians, Ph.D.-students and nurses on developing and implementing the PMO solution. Key elements; • Established development partnership agreement• Defined development partnership (rights and obligations)• Built internal awareness and interest in hospital departments• Built business case to the hospital management• Prepared management presentationsManaged the PMO Framework development and realization• Contracted-in and managed external IT-architects, programmers and web-hosting services. • Lead PMO IT-solution development team including lead users• Designed, configured and tested the PMO framework. • Defined project selection criteria (strategy implementation). • Defined project site templates and Office templates and dashboards. • Defined status reporting. Aggregated project data. • Developed video instructions for training and user support. Lead implementation by change management• Co-customized the PMO for each department for "stick and spread"• Streamlined PMO processes and mindset of department staff by training• Trained and coached 105 users (healthcare professionals)• Supervised management and project managersExplored commercialization partnering with large Health-IT providers• Built business case• Created presentations• Identified potential partners and matured their interest • Established letter of intent

I headed Direct-Haler A/S, a science-based start-up, developing and commercializing pulmonary and nasal drug delivery device technology (DDS). Business development was the core of my responsibility, concluding with a successful industry sale exit.I developed and operated the company as an international virtual organization. We scouted, created and matured a portfolio of business opportunities for out-licensing to pharma. This has refined my skills in creative and analytical aspects of business development:• Gathered and analyzed marketinsight; • Developed commercial strategy and Business cases for each terapeutic application area• Developed IPR strategy• Developed invitro and invivo clinical DDS documentation• Established DDS promotion “packages” • Identified potential pharma partners and opened dialogue • Invited speaker at industry conferences• Negotiated partnership and licensing agreements• 2009 Frost & Sullivan European Drug Delivery Devices Product Differentiation Innovation of the Year Award• Re-established aggregate product portfolio and DDS assets after discontinued licensing agreement: Three respiratory off-patent drugs in Phase I to III, two DDS devices with issued patents in 40+ countries and invitro & invivo technical and acceptability studies.In 2010, all the drug delivery activities and assets were acquired by Trimel Pharmaceuticals (now Acerus Pharmaceuticals) Canada. I managed the complete asset-based transaction with a team of legal-, patent-, accounting- and corporate finance advisors: • Developed Teaser, Information Memorandum and Management presentation• Established virtual Data Room• Negotiated Term-sheet• Negotiated industry sale exit contracts• Planned and completed transfer of assets

As Managing Director of the drug delivery device company Direct-Haler A/S, I negotiated an exclusive world-wide license agreement and partnership with the pharma company Zambon Group (Italy). The DDS license concerned Direct-Haler Pulmonary device for all respiratory disease applications. Zambon Group would develop combination products for asthma therapy in the Direct-Haler DDS device.As part of the agreement, I became member of the Collaboration Management Forum. This forum was for Alliance and Partnership management between the parties. Frequent communication and collaboration on the In the Management Forum I had a central role in monitoring and supervising:• Formulation development (dry powder) of three off-patent drugs • Invitro testing of dry powder formulations in Direct-Haler device• Defining regulatory requirements for documenting bio-equivalence of three respiratory drugs• Clinical development of Budesonide (Ph 2), Formoterol (Ph 3) and Salbutamol (Ph 1/2)• Selection of external device component manufacturers (Europe and Asia)• Industrialization. External development of filling & assembly machines • Completing device acceptability studies in patients and HCPs in Europe and USA• Develop branding and logo for finished respiratory products• Evaluation of new applications of Direct-Haler DDS (pain management, anti-virals respiratory infections) and in-licensing of novel drug-candidates.

I have worked part-time in the venture fund Symbion Management A/S. I evaluated and selected life-science, medical device and other knowledge intensive start-up companies for seed investments. Managed portfolio of seed investments for business development and preparation for additional financing rounds. My tasks included: • Scanned the market for potential seed investment opportunities • Handled direct inquiries from entrepreneurs seeking funding to develop their business ideas• Prepared internal investment proposalsI was Board member in portfolio companies, applying a hands-on approach to support founders and management with complementary and industrial knowledge, as well as with experience to support business development and value enhancement. Special focus on go-to-market strategies, development of the organization, the company's capital, and long-term preparation for the exit.

During my Ph.D.-studies, I was Innovation consultant at Institute for Product Development. My research included participation in projects for large Danish manufacturing companies. The scope of the projects was to apply environmental sustainability approaches in product and service innovation initiatives.

I was part of a device engineering team in Medical Systems Division. The team developed a novel blood glucose monitoring system. My focus was development of a novel bloodsampling method and device. We accomplished development of patentable bloodsamling device including test of injection moulded prototypes.