Member, Board of Trustees at Graduate Theological Union
2003 - June 2012 | Berkeley, CA
I met the Graduate Theological Union's recently installed President, Jim Donohue in 2002 as I was exploring support resources for CEO to use when they were navigating they really tough decisions - decisions with clear cut answer but were laced with the seeds of a serious moral dilemma. I felt that the "Dot.com" crash, Enron, MCI, Quest debacles exposed the underbelly of American business and surfaced a critical need for outside sounding boards to safely help CEOs evaluate decisions requiring ethical input.
Dr. Donohue and then Chairman, John Weiser, (retired former Vice-Chair of Bechtel Corp.) met with me, and shortly after our meeting, honored me by extending an invitation to join the GTU's Board of Trustees.
The GTU is the largest and most diverse partnership of seminaries and graduate schools in the United States, pursuing interreligious collaboration in teaching, research, ministry, and service.
Located in Berkeley, California, where the diversity of cultures and faith traditions reflects those of the GTU, students can pursue the Ph.D., Th.D., and M.A., plus two joint Ph.D. programs with the University of California, Berkeley.
As a union, the GTU offers the largest theological faculty in the United States, including renowned experts in Christian spirituality and liturgical studies as well as critical and creative scholars in 14 other areas.
The GTU offers a Center for Jewish Studies, a Center for Islamic Studies, and two programs â the Asia Project and Womenâs Studies in Religion.
As a Trustee, I have had a direct hand in the branding of the institution, "Where Religion Meets the World," the creation of collateral communications materials, and, indirectly, in strategy, operational issues, and board development. I have enjoyed learning about issues related to the "academy" and working with the major faith traditions - learning about each, and understanding problems faced in a world hostile to religion.
Member, Board of Directors at SinoMed Group (BVI) Limited
December 2010 - March 2012
The SinoMed Group is a holding company focused on growing companies commercializing branded-generic, affordable, high-performance medical technologies for emerging countries, and western healthcare systems seeking better value. SinoMed presently has ownership positions in companies based in Beijing (insulin pumps and accessories), Shanghai (mechanical heart valves), and Orange County (tissue heart valves).
Chairman & CEO at Mercator MedSystems, Inc.
June 2005 - September 2008
See detail above.
Chairman-Executive at CardioProfile, Inc. (Quest Diagnostics, Inc.)
February 2002 - November 2005
A PhD researcher and "friend of a friend," Henry Benner, Berkeley National Labs (BNL), asked me get involved in a cardiovascular diagnostic project he and Dr. Ron Krauss, a nationally known endocrinologist and scientist at BNL, had been working on for several years. They felt they were ready for "prime time."
Ron's lab was the first to fractionate LDL/HDL and link LD and total cholesterol levels to heart disease risk. He built on this pioneering work developing a much improved and more specific method of determining risk by creating the "LDL distribution profile" - concentrations of lipoprotein particles and their distributions in particle subpopulations. The first generation method was commercialized by Berkeley Heart Lab (BHL, now Celera).
CardioProfile, Inc.(CP) was founded to license, develop and commercialize the 2nd generation "profile" test Ron and Henry developed. Gen2 applies a gas-phase differential electrophoretic macromolecular mobility-based method (ion mobility, or IM) for direct quantification of lipoprotein particles, from small, dense HDL to large, buoyant, very-low-density lipoprotein (VLDL).
This test incorporated nano-electro spray technology which provided a direct measurement in less than 3 minutes. The older version using an indirect measurement required 24 hours of processing time.
Initial obectives were 1) secure the vendor of the nano-electro spray, 2) line up Quest Diagnostics as possible partner and investor, and 3) win the BNL license in a competitive bid. These were achieved in the first year. BHL then disputed BNL's award of an exclusive license to CP, suing everyone, and crippling our ability to raise capital.
With limited resources and after considerable expense, the company withdrew. Quest stepped in, was awarded a semi-exclusive license from BNL, secured the key vendor, and hired Henry and Ron as consultants.
Quest has completed the necessary clinical papers and is launching the new, rapid test globally.
Member, Board of Directors & Executive Committee at Advanced Medical Technology Association (AdvaMed)
March 1993 - March 2001
AdvaMed (AM) is the Washington, D.C. based association for the U.S. medical device industry. It advocates for a legal, regulatory and economic environment that advances global health care by assuring worldwide patient access to the benefits of medical technology. The Association promote policies that foster the highest ethical standards, rapid product approvals, appropriate reimbursement, and access to international markets.
In 1993, Larry Lehmkuhl, Chairman and CEO, St. Jude Medical. joined the KeraVision, Inc. (KVI) board on the condition that KVI play an active role in AM (then called HIMA). Alan Magazine, AM's President appointed me to the International Committee.
AM educated me in real time on the larger, emerging public policy issues KVI would face as it matured. I became a very big fan of AM and encouraged other start-up CEOs to get involved. Not only would they benefit but our knowledge could help the entire industry. No one could tell the story of crippling regulation and deferred payment better than those on the edge of the abyss.
The time from filing a PMA to "going to panel" (commercial approval) in the early 90s was running close to three years. The law mandated 180 days but the FDA was skirting the spirit of the law by requesting additional non-essential information.
These delays chilled investment, and seriously threatened the survival of the small medtech companies - the source of innovation. My value add to KVI was to work on shortening the time to panel. I then became fully involved in the legislative process and "The FDA Modernization Act of 1997" and KVI became known as the poster child for start-ups. The payoff was significant - KVI reached panel in six months.
During my tenure, I served also served on the Technology Committee, was elected to the Board (one of only two small company CEOs on a board of 40); to the Executive Committee; then Chairman-Elect (the first small company CEO to be so named) in 2001.
Chairman & CEO at KeraVision, Inc. (Addition Technology, Inc.)
September 1987 - February 2001
KeraVision, Inc. (KVI) was a raw start-up when I joined as CEO. The company, founded by thee contact lens industry pioneers, had just received its âAâ Round of financing. I was hired to create a team, raise capital and translate the concept of an implantable, reversible corneal insert (INTACS) to treat common vision problems into a commercial reality.
INTACTS was a âfirst-in-classâ product (without predicate). As such, the path to market required KVI to pioneer in a number of key areas â creating a new vision correction category, implanting polymers safely in the cornea, finite element modeling to reduce clinical research cost, conducting clinical research outside the US (first start-up to do so), creating a new regulatory pathway to market (US and EU), and implementing direct-to-consumer marketing for a surgical implant.
We tenaciously overcame numerous unforeseen events which threatened its survival including a âmechanism of actionâ which proved unreliable, FDA Commissioner David Kesslerâs chilling of device approvals, clinical research âlearningsâ requiring âback to the drawing board,â the âAsian Flu,â and the adoption of laser vision correction.
INTACS received unanimous FDA panel approval in January, 1999 when LASIKâs installed base was growing at 30% per month. To counter the LASIK juggernaut, we established therapeutic indications for INTACS to treat keratoconus and post-LASIK ectasia.
KVI became a public company in 1995 via an offering underwritten by Goldman Sachs and Cowen (VCs did very well). It was the first non-revenue, cash negative company underwritten by Goldman and opened the IPO window for all medtech companies.
KVI hit the wall despite numerous maneuvers during the Dot.com crash when all cash negative stocks were hammered. Itâs market value, $800 million at its peak, fell sharply forcing KVI into bankruptcy. Addition Technologies (AT) acquired the assets, building a small cash+ business on therapeutic applications of INTACS.
Member, Board of Directors & Executive Committee at California Healthcare Institute
June 1998 - January 2001
The California Healthcare Institute (CHI) was founded in 1993 as an independent organization devoted to researching and advocating policy to forward the interests of Californiaâs biomedical community.
CHI has built a membership of over 250 leading biomedical companies, academic and research institutions and companies involved in supporting the biomedical community.
In an attempt to broaden its membership, David Gollaher, PhD, President, CHI, invited me then nominated me to the Board as its first Medtech member. While I was active, and supportive, my contribution was small for two reasons - CHI's emphasis at the time was really on the biopharma segment and my focus was on KeraVision and national medtech issues influencing KeraVision's future.
Founder & Chairman at Medical Device CEO Roundtable for Northern California
April 1993 - June 1999
Medtech was a small part of the San Francisco Bay Area's venture-backed, start-up community through the 1980s. The success of Advanced Cardiovascular Systems changed the landscape - VCs turned their attention to medtech and ACS provided experienced medtech talent to build on.
With biotech (Genentech, et al) dominating the lifescience space in the Bay area, a vacuum existed for "professional" medtech networking opportunities. The Medical Device CEO Roundtable was created to fill this void.
The roundtable featured quarterly dinners with guest speakers- Ram Charan, now former Congressman Bill Baker, Congresswoman Anna Eshoo, and others. The group succeeded in creating linkage between medtech CEOs in the Bay area, with service providers, and with AdvaMed in Washington.
The group's greatest achievement was getting newly elected Congresswoman Anna Eshoo involved in legislation negatively impacting the positive impact of medtech - cost effective health care through innovation. We educated Eshoo on the industry, and its positive contribution to health care. Eshoo has since become health care expert and an industry champion.
The Bay Area now receives 50% of all US medtech venture funding.
Assistant Professor of Surgery at Creighton University School of Medicine
June 1985 - June 1995
I met and worked with Thomas DeMeester, MD, a world reknown thoracic surgeon, in 1981 while serving as President of American Heyer-Schulte. Tom was then the Assistant Chief of Surgery at the University of Chicago Medical Center. He left UC to become the Chief of Surgery at Creighton Medical Center, Omaha, NB.
Once in Omaha, Tom, a visionary, asked me to join him at Creighton as a member of the faculty to teach 3rd year medical students on the linkage of technology and public policy to the future of health care delivery and to the treatment of disease. I was appointed to the faculty as an Assistant Professor of Surgery and taught for ten years. Beyond my teaching responsibilities, my monthly visits to Omaha included learning about issues facing hospitals and teaching institutions, learning about other medical and surgical specialties in grand rounds, and observing hundreds of surgeries.
My role at Creighton provided the foundation and served as the catalyst for articles I have authored and speeches I have given on medical technology, and public policy.
Tom left Creighton University for the University of Southern California's Medical Center which included the LA County Hospital where he served Chief until retirement.
Member, Board of Directors at American Trauma Society, California Section
January 1982 - December 1988
My work at American Heyer-Schule led to a lifelong working relationship and friendship with Thomas Hunt, MD, who was Professor of Surgery, the University of California at San Francisco Medical Center, a founding member of the American Trauma Society with Don Trunkey, MD, and one of the world's leading researchers in wound healing.
Tom asked me (and I accepted) to become a member of the Board for the American Trauma Society - California. Our efforts were targeted to establishing more trauma centers with the state.
The ATS is the leading organization for trauma care and trauma prevention in the United States. The ATS has been the foremost advocate for trauma victims and their families for the past 30 years and continues to seek optimal care for all trauma victims.
Member, Board of Directors at I-Flow Corporation
January 1986 - December 1987
Kidder analyst (first MD to become one) and successful venture investor, John Abeles, MD, was introduced to me through a mutual friend. John, a seed investor and still board member, I-Flow Corporation, asked me to provide strategic and operational oversight in the early development of I-Flow.
I had great concerns with the company's first CEO and advised the Board to find a new CEO. Reluctance to do so led me to resign. The CEO was eventually let go.
Today, publicly held I-Flow designs, develops, manufactures and markets technically advanced, low-cost ambulatory drug delivery systems that seek to redefine the standard of care by providing life enhancing, cost effective solutions for pain management and infusion therapy. The Company's products are used in hospitals and other settings, including free-standing surgery centers and physicians' offices.
President at ABA BioManagement Division, Division of ABA
January 1986 - August 1987
Howard Asher, visionary, founder and CEO, Advanced BioResearch Associates, a device CRO, asked me to join ABA in newly created role in a newly created division, to provide business consulting services to medical device companies ranging in size from start-ups to large global corporations.
While I loved the environment and location (two miles from home) of ABA, I learned two very important lessons - I am not a consultant and I did not want to return to a large corporation. An instructive assignment I had was with Becton Dickinson. I was asked to participate in a strategy session with three group presidents.
Prior to my visit to Franklin Lakes, I was considering a return to the corporate world, but during the visit, I was exposed to the corporate infighting and politics which I had forgotten. I compared this with my Novacor experiences and fully realized the real joy of a start-up: employee focus, not on internal politics, but on survival, company objectives, customers, and business growth.
I need to be in the frying pan creating new products and markets so I left ABA for KeraVision. ABA, though, was an important learning and added to my formation.
President, Chief Operating Officer, & Member, Board of Directors at Novacor Medical Corporation (World Heart Corp)
January 1984 - October 1985
Novacor Medical Corp. was an early stage medtech company developing and commercializing a left ventricular device (LVAD) for failed hearts. It was Kleiner Perkins' (KP) first medtech investment.
Tom Perkins, Novacor's Chairman, recruited me from American Hospital Supply Corp (AHSC) to serve as the company's first business executive and report to founder/scientist/CEO Peer Portner, PhD.
An National Heart, Lung, and Blood Institute grant and a number of high profile venture firms financed the company. The VCs were leveraging the grant money to develop a commercial product. I was hired to prepare for, develop and execute a commercial strategy.
I found upon arrival that the product had many serious technical issues which the board did not fully comprehend. I immediately did four things: developed an alternative strategy adding a "bridge to transplant" application (we created this indication); streamlined manufacturing; developed a realistic business plan; and pursued additional financing. The latter was made nearly impossible by TEFRA legislation which chilled public and private medical investment.
Existing investors were ready to abandon Novacor until I succeeded, with the help of Annette Campbell-White, to bring AMI to the table as an corporate partner/investor. We then abandoned commercialization plans, reduced the workforce by 70%, and refocused the company on the technical issues. I chose to step down as COO and remained on the board until the company was sold to Baxter Healthcare.
As my first venture, Novacor was a significant learning experience - cash mgmt, financing, venture-mgmt board dynamics, strategic partnering, and the cardiovascular market. And I was fortunate to work for Tom Perkins and with Gene Kleiner, Moshe Alafi, and Reid Dennis, and Sandy Robertson.
Member, Board of Trustees at Marymount of Santa Barbara
January 1981 - May 1984
Marymount of Santa Barbara has been fostering a love of knowledge, values and community in young minds for almost 70 years. Its philosophy is simple: nurture in children the love of knowledge needed to define the world around them, help them to understand the values that will allow them to use their knowledge wisely, and encourage a sense of responsibility to the community in which they live. We do this in a secure and caring environment that not only is a place of learning, but also serves as an example of the how these principles work in practice.
As a school parent and business leader in Santa Barbara, I was asked by the Marymount's founding principal, Dr. Dolores Pollock, to serve as a Trustee to develop long-term strategy and advise on development. I worked with a great group of people and learned the "cost of a good education." Dr. Pollock was amazing - as committed and as savvy as any person I have ever worked with.
President at American Heyer-Schulte Division, American Hospital Supply Corporation
July 1979 - October 1983
American Heyer-Schulte Division (AH-SD) was my first test in general management. The Division was a technology (polymer) play with a development and commercial focus on FDA Class II & III implantable medical devices for general surgery, interventional neuro-radiology, plastic surgery, neurosurgery, thoracic surgery, and urology. AH-SC's had operations in California & Puerto Rico, a 60/40 US/non-US revenue split, and a sales strategy that included direct sales and sales through a corporate distribution unit.
The Division, while growing and having some very people, was losing share in several key markets due to lack of focus, a lackluster R&D effort, and dispirited executive team. After several management changes, we rationalized the product offering, focused our development effort, and refocused our marketing and sales effort.
We brought many new products to market including a "low-profile" valve for hydrocephelus, the first device to treat reflux esophagitis, the first device for use in interventional neuroradiology, and the first tissue expansion devices.
AH-SC had 650 people when I joined. During the period I was with the division, we increased market share in key markets, increased our annual revenue growth rate from 20 to 37% per year, reduced our employee count to 450 and grew our bottom line by 42% per year. The Division won numerous corporate awards and became one of two division earning 23% after tax.
Various Executive Operating Positions at American Hospital Supply Corporation (Baxter Healthcare)
October 1970 - September 1979
My career with American Hospital Supply Corporation (AHSC) began when I joined V. Mueller in Chicago as its Asst. Plant Manager. V. Mueller, despite its history as an old line surgical instrument manufacturer, was a distribution/sales driven surgical products focused company. The company was a real departure from Honeywell's engineering driven culture.
Within six months I was promoted to the Division's Fort Launderdale "high volume" ring instrument plant which was barely profitable, on the verge of unionization, and unable to consistently make high quality product. Within five years, this plant was known as being the most automated instrument plant in the world making the market's leading instruments, was recognized as having a great culture, and was AHSC's most profitable plant.
I was then promoted to the Atlantic International Group to oversee manufacturing/R&D operations in Mexico, Spain, France, Belgium, Ireland, Switzerland, and Italy. These units made products from diagnostics and disposable devices to infusion and blood products. My charge was to get these units profitable through rationalizing existing products, adding new products, resizing, and restaffing.
After International reached break-even, AHSC wanted to broaden my functional skill set with marketing and sales responsibilities. They sent me to another turn-around situation, recently acquired HC Electronics, a speech and hearing device firm in northern California. I had responsibility for all functions excepting International. Manufacturing was streamlined, sales was left untouched (great group), and product development was rationalized and accelerated. We added distributed products to improve sales/marketing productivity - including a computer-based synthesized voice device for speech impaired, and Phonak's innovative "zone adjustable" hearing aid. And we were the 1st to make the audiologist the primary purchasing influence. Unknown to me while there was AHSC's intent to sell the company.
Production Engineer at Honeywell Aerospace
July 1968 - September 1970
I was hired off the campus of Notre Dame to be a production engineer at Honeywell's St. Louis Park (MN) "top secret" aerospace manufacturing unit. Upon arrival, I was given full responsibility for scaling up the production of a high tech weapon system from 100 units per hour to 33,000 units per hour. I had a great boss, Tom Young, who served as an engineering group leader for 12 engineers, each with their own area of responsibility. Tom taught me how to apply the engineering education I had and, with time, I came to understand the importance of one's first career supervisor, like Tom. Everyone in the group admired him and loved him. We all achieved great success under Tom's leadership and mentoring.
I was responsible for saving a $150 million contract due to an innovation made in the on-line testing of the system. I did not do this alone but had great help from a team of people I put together - scientists from Honeywell's fluidic group (MicroSwitch) and from the LEM module group, toolmakers, machinists, the plant manager, Verdie Niskanen, and our assigned QA engineering supervisor, Jim Klemp.
Chairman at Silicon BioDevices, Inc.
February 2010
Silicon BioDevices(TM), Inc. started as a PhD thesis by an outstanding Electrical Engineering student at UC Berkeley. I was introduced to him and his team when I was assigned to them by the UCB Haas School of Management to mentor them through their annual (2009) business plan competition. They entered a number of B-Plan competitions around the US and won $50,000 as well as finishing third in the very competitive UCB contest. Their technology platform is very innovative and disruptive - two attributes I have a passion for.
I continued to work with the team to flush out a viable vision and business development plan that would attract funding. As a result of my contribution, my belief in the vision, my belief in them and their technology, they asked me to join their board as Chairman. This is a very early stage venture...but a very exciting one - one that will get funded in this difficult environment.
The Company is a development stage medical device company focused on the commercialization of a unique, proprietary digital Point-of-Care (POC) diagnostic device platform that will enable the early stage detection of diseases, will pave the way for more individually tailored therapies, and will allow doctors to follow up with patients more easily to see if treatments they prescribe are working.
The Companyâs first product, the BlueScreenTM POC Test, targets Cardiovascular Disease (CVD) screening and monitoring. CVD is responsible for 27% of all deaths in the US, and costs the US healthcare system in excess of $350B annually.
This stand-alone âlab-on-a-chipâ is capable of autonomously performing highly sensitive and specific multiplexed assays required for critical clinical diagnostic testing in any setting - the hospital, the clinic, the doctorâs office, the pharmacy, emergency vehicles, and ultimately the home.
Co-Chair at SING
January 2002
I was asked to become involved in SING (St. Isidore's Networking Group), a parish based outreach for professionals, managers, and executives who are "in-transition" just after the Dot.com crash.
SING provides support, encouragement, coaching, and structure required for a successful job search. Tips on personal branding, resume writing, networking, interviewing, and negotiating are provided. SING is open to all, regardless of religious affiliation.
This has been a very rewarding endeavor for me. I have been a part of a very important ministry helping many who have never (and never expected) been out of work. Our most important task is to insure those in-transition do not fall into despair. We served over 200 professionals, managers, and executives from 2001 to 2005. Since January, 2009, we are working with over 250 new members. For the most part, these are very talented people. It is a tragedy to see them out of work.
SING is one of the premier support ministries in Northern California for those in-transition. We are being asked weekly to help other churches undertake similar efforts.
Member, Board of Directors at Clarity Medical Systems, Inc.
June 2005
I was asked by the investors to join Clarity's board after they installed a new CEO, Keith Mullowney. At Clarity, I have been able to add value with my extensive experience in opthtalmology and have been able to continue my long association with ophthalmologists treating vision problems.
Beyond adding value with strategy and operational oversight, I have referred key hires, medical advisors, and investment bankers as a valued added director. Clarity has had a tough road since I joined. Keith has done a good job getting the company in operational shape.
Clarity Medical Systems, the manufacturer of RetCam, is a medical device company that develops, manufactures and markets integrated optical systems and services to enhance the clinician's ability to diagnose, manage, and treat eye disorders. These patented devices combine innovative 21st century optical, electronic and information technologies that can positively change the very nature of eye healthcare treatment.
Member and former Chairman, External Advisory Board, Department of Mechanical Engineering at University of California
January 2007
I have been honored to serve on this Board (and to serve as its Chair from its inception to 2012) which advises the Mechanical Engineering Department on its strategic direction. As an advisor, I also get a sneak peak at early stage technologies which are being developed to solve some of the world's most pressing problems - energy, environment, and healthcare. The Board consists of successful business builders who typically have engineering backgrounds from the US and Japan.
Columnist and Senior Advisor at Catholic Business Journal
August 2007
I was asked in early 2007 to consult with Karen Walker, the creator and now publisher of the Catholic Business Journal (CBJ), a 24/7 on-line publication. Karen was seeking some start-up advice.
Responding to her request was easy due to my start-up experience, my family's background in the newspaper business and my interest in learning more about on-line publications.
Karen flattered me further when she asked me to sign on as a regular columnist due to my deep interest in fostering integrity and authenticity in the workplace and my role as a "Top 500 Reviewer" on Amazon.com
I have averaged about one column per month since the publication's debut. My focus has been on the integration of values both in life and in the workplace. The CBJ is now up to about 250,000 hits per month...fully validating Karen's vision and tenacity.
Co-Founder at UND Alumni Life Science Network
March 2008
"The Fighting Irish: Fighting for Quality Healthcare Worldwide"
Nancy Lynch, MD, Associate at Scale Venture Partners, and I formed this network to fill a vacuum in the UND Alumni Association - a professional life science social network for all who are in the Notre Dame family. The global network is open to doctors, providers, entrepreneurs, engineers, scientists, health policy professionals, et al.
Go to LinkedIN groups to join. Members must be affiliated in some way with the University of Notre Dame.
Executive Chairman at Mercator MedSystems, Inc.
September 2008
I was introduced to Mercator MedSystems, Inc. in late 2004 by a former employee of mine from KeraVision, Inc. Mercator was in survival mode, being held together by a small group of scrappy and passionate employees & angel investors.
I opted out of a CEO search to become the unpaid Chairman and CEO of Mercator. My due diligence showed that the company was on to something big - a new approach to treat a number of diseases by treating them directly versus systemically based on a new understanding of the adventitia's role in disease.
Mercator, today, is pioneering adventitial therapy by leveraging its proprietary site-specific catheter platform with repurposed drugs and cutting-edge biopharm agents including adult stem cells, recombinant elastase, SDF-1 genes, VEGF genes, and pro-healing immunophilin ligands. The company participates in U.S. markets that approximated $5 billion in 2008. and are expected to more than double by 2014. The company has a committed group of investors, a manageable burn rate, a blue ribbon group of medical champions (Columbia University Med Center, Mayo Clinic, Cleveland Clinic, and others) and a number of cutting edge biopharma customers.
Recent investors, employees, and medical advisors played a key role steering Mercator through a very tumultuous period. Today, we believe the company is well-positioned to achieve its potential for changing medicine, and for providing an excellent return to investors.
I took myself out of the CEO role in 2008 to reduce the burn rate but continue to serve as Chairman/Executive maintaining close oversight of the day-to-day operations.
My involvement in drug/device combination products via my work at Mercator has added to my know-how and has resulted in a number of invitations to speak at industry meetings including AdvaMed's Annual Industry Meeting, Wilson Sonsini's Medical Technology Summit, Interphex, and MTLI. Combination products offer great promise in treating disease locally.
Council Member at GLG - Gerson Lehrman Group
September 2009
GLG Research Council Members ("Council Members") are invited experts in GLG's worldwide network who range from domestic and international policy specialists to economic advisors, business leaders, and academics.
Member, Advisory Board - Medical Technology Sector at Enterprise Ireland
October 2011
Enterprise Ireland has put together a team of US med-tech start-up professionals (lawyers, venture capitalists, entrepreneurs) to advise and direct young med-tech companies in Ireland. I was honored to be appointed to this advisory board this year. In my role, I serve to help young companies build sustainable business models and/or gain a foothold in the US healthcare market.
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