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Import 1 List

Chief Operating Officer

New Venture Commercialization

<p class="font_8">Lead all business affairs from angel capital raise to initiating domestic and international distribution to planning investor exit.&nbsp;</p> <p class="font_8"><br></p> <p class="font_8"><strong>Challenge</strong>: Commercialize innovative medical device to reduce pain from needle injections and provide doctor and patient time-savings; initially targeted toward the cosmetic injection industry and with broad therapeutic applications. Prepare device for strategic exit.&nbsp;</p> <p class="font_8"><br></p> <p class="font_8"><strong>Solution</strong>: As COO, worked with the MD/Inventor/CEO to introduce device and communicate value proposition. Assessed strategic opportunity and developed and executed operating plan. Built highly nimble and low cost operating platform to test market approaches and adjust quickly, as necessary. Sourced and closed exit with strategic buyer.&nbsp;</p> <p class="font_8"><br></p> <p class="font_8"><strong>Results</strong>:&nbsp;</p> <p class="font_8">• Raised over $1.6 million from angel investors and state innovation funds&nbsp;</p> <p class="font_8">• Established sales distribution for select markets and online web sales/service&nbsp;</p> <p class="font_8">• Launched international exports with local distributor in foreign market&nbsp;</p> <p class="font_8">• Developed national brand awareness with doctors and consumers through marketing and public relations (e.g., Rachel Ray Show; industry publications) campaigns and at trade shows&nbsp;</p> <p class="font_8">• Secured FDA compliant, US Patent, CE-mark, registered trademark and two university studies.</p>

Chief Executive Officer (interim)

Transition New Platform to Fully-Operational Enterprise —
“Right-size” through Integrated Sales & Marketing and Operations

A $7.5 million budget, multi-line social services organization with 200 full and part-time employees serving over 5000 people. Challenge: The board of directors required interim executive leadership to transition the organization to a fully-operational enterprise. During early phase of engagement, an operational assessment uncovered that the operating and financial structure fell significantly short of early pro-forma projections resulting in a $1.8 million (25%) annual budget shortfall in addition to the 2008 recession onset. Solution: As Chief Executive Officer (interim), developed, gained support for and implemented strategic and operational plans and lead management and staff through growth consistent with organization’s mission and vision. Addressed challenges head-on including making controversial but necessary, thoughtful decisions and presenting options to highly-engaged board of directors. Results: ◦ Provided cohesiveness and leadership with improved operating efficiencies, integrated and targeted marketing and sales efforts, cross-functional support, and increased asset utilization. ◦ Reduced first phase of budgeted deficit by over $1 million within 45 days with little to no impact on member services and programs while unit sales were increasing 50%. ◦ Engaged with key constituents and community leaders as advocates and supporters for the organization. ◦ Transitioned the organization as planned to new CEO selected from within

Advisor / Consultant

Venture Capital Due Diligence and Business Plans for Global Distribution

An industry disrupting consumer medical device for screening for diabetes and other health conditions in order to drive engagement into wellness programs and with doctors Challenge: A European angel-financed company approached a leading U.S. health insurer as a potential strategic partner for capital and proof of concept testing through its consumer base for eventual global distribution. Solution: As internal point person for strategic partner, conducted in-depth due diligence with internal and external experts (e.g., medical professionals and doctors, actuaries, distribution channels, patent attorneys, supply chain). Outlined capital structure and began identifying VC investment partners. With start-up management, developed, modeled and communicated comprehensive business plans. Results: Gained momentum and strong support from key stakeholders for value proposition and strategy for device and integrated services. Subsequently uncovered information from prominent industry insider about prospects for material industry change that would suppress product’s initial U.S. sales uptake. Made recommendation not to move forward with funding within strategic partner’s investment parameters.

Advisor / Consultant

Business Plan Advisory for National Acquisition Roll-up

A private equity investor with multi-line businesses Challenge and Solution: Investor/CEO acquired a small local publishing company in a highly-targeted demographic group with the intent of a national roll-up. Was engaged for a well-researched and organized business plan to put forth the value proposition and operational plans for bank financing, potential acquisitions, and internal operations. Results: ◦ Delivered business plan that helped to create a multi-city organization within two years culminating with a majority stake sold at an attractive multiple to a major foreign company as its U.S. platform. ◦ Subsequently re-engaged by client for similar advisory assignment for an entertainment company with national scope and international properties.

Consultant

Identify and Implement New Business Model

Higher Profit Margin through Improved Consumer Experience and New Business Model. National consumer medical hotline (3 million members; 60,000+ calls/year) for addressing immediate care needs at Fortune 100 company. Challenge: Internal client faced excessive billings from vendor for unclear and invalidated reasons. Solution: Spearheaded team by new business model through newly-identified strategic partner and instituting operational improvements in part through Six Sigma techniques. Results: Led to immediate $4 million (71%) annual cost savings, on-par metrics from among industry’s lowest, favorable vendor terms, qualified program referrals, and ability to launch marketing campaign to promote service.

CEO/CFO (interim) and Consultant

Financial and Operating Crisis Situation

<p class="font_8">A $5 million budget, multi-line social services organization with 175 full and part-time employees serving over 5000 people.&nbsp;</p> <p class="font_8"><br></p> <p class="font_8"><strong>Challenge</strong>: Engaged by Board initially to uncover, investigate and report on the root and scope of the problems, leading to executive management resignations. Due to concealed and unknown operating and financial mismanagement, the organization faced an unexpected annual operating deficit ($1 million) and debt ($3 million). Subsequently appointed Executive Director and CFO (interim) after garnering Board endorsement for turnaround objective, strategies and priorities.&nbsp;</p> <p class="font_8"><br></p> <p class="font_8"><strong>Solution</strong>: Identified opportunities and began implementing plan for reducing deficit, rectifying operating deficiencies and regaining stakeholder confidence. Engaged and directed external consultants (e.g., fraud examiner, legal counsel and controller) and hired new independent auditors.&nbsp;</p> <p class="font_8"><br></p> <p class="font_8"><strong>Results</strong>:&nbsp;</p> <p class="font_8">◦ Stabilized operations, accelerated operating cash flows, secured unqualified auditor’s opinion, executed program re-pricing and cutbacks, uncovered and fixed failures in internal controls, restored operating discipline, maintained employee morale, advised on obtaining immediate short-term bank debt and long-term financing, and smoothed transition for new executive director from within the industry.&nbsp;</p> <p class="font_8">• Following engagement, appointed volunteer Audit Committee Chairman and instituted committee charter.</p>

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