Key Responsibilities • Accountable to corporate program governance management for the success of the project. Oversight all aspects of the program and product delivery, while managing overall risk and value to the business. Provide coaching, leadership and support to relevant partners Key Accomplishments • Turnaround of compromised project counting with strong stakeholder misalignment on product and project scope by smoothing of communication channels and management of scope redefinition to focus on customer and corporate values vs technical

Key Responsibilities • Full accountable, and decision-making responsible, for management of development projects with direct impact in financial growth objectives. From market concept to international launch. Proactively manage, coach and support team members Key Accomplishments • Develop market concept enabling product portfolio for expansion of business scope in line with key corporate strategical initiative to create partnerships for distribution of 3rd party products. Executive Board approval to stake investment in one company • Setting up for first time in history of organization of a CMO outsourced, and own branded, product line. Transfer of extremely sensitive proprietary technology. Forecasted 33% incremental turnover contribution to relevant business at peak sales. • Turnaround of scope and timeline compromised key project phase for market launch of a portfolio of ca 30 products, contributing to 2.5% increased turnover in product line at peak sales, by revising project plan with project sponsors and influencing upper management to delegate decision taking on team

Key Responsibilities • Line management of Haemostasis Pharma & IVD R&D department, 8 FTE, with direct report line to site manager. Provide required technical support to marketing and operations Key Accomplishments • Setting up of organization’s product development and project strategy and revision of project portfolio, through analysis of potential market reach and alignment with core competences • Setting up and Implementation project management principles in alignment with mother company processes adapted to local complexity and introduction of design control principles according to FDA CFR 820.30 • Turnover increase of 20% within innovation pipeline, 20% extra output in team performance measured as number of projects per FTE and working hours and reduction in production costs of ca. 5% through completion of 5 long term projects leading to 4 improved products, 1 new product launch and stop of 2. 25% increase in employee satisfaction • Completion of one clinical study and filing for FDA market clearance in the US of key innovation driver