The company had 12 months of cash left and needed to be acquired. However, the capital structure required a valuation of $30 million, and comparable transactions ranged from as little as $20 million to as much as $40 million. Management had not been successful in convincing investors of a value greater than $20 million.

Redefined the value proposition of the company from technical features to impact on the market and the key market players. Gathered data and information to independently verify market and clinical benefits of the technology. Clearly demonstrated and verified the impact of the technology on market share of potential investors and strategic fit.

The efforts led to the $78 million acquisition of the company by Boston Scientific.

Management was leaning towards acquiring a $500 million public company with complementary products, in order to expand its presence in the market space, increase product offerings and leverage the sales force. The stock had been around $25-28 per share and suddenly dropped to $20, and although considered a good time to buy, the price appeared to be an unfair valuation.

Conducted detailed research on the company's key markets, competitors and clinical and reimbursement risks. Identified that the company was heavily overvalued, and assessed the fair value of the stock to be approximately $9.90 per share. Presented findings to management and persuaded the executive team not to acquire.

Within 10 months, the stock price dropped 51% from $20 to $9.80 while the stock market grew. The recommendation let the company avoid a potential $250 million loss.

Investors and management wanted the company to be acquired, and although the company had been in business since 1999, it could not reach a successful exit. Additionally, the company had three business opportunities it pursued, but did not have sufficient funding for all three and was struggling to prioritize.

Analyzed all aspects of three opportunities and presented results to persuade management that one opportunity did not have potential buyers, and would never position the company for acquisition. Demonstrated that another opportunity was too early in development, and would require more money than the company had available.

The company ultimately refocused on the most promising opportunity and halted spending on other businesses, and the company immediately drew interest from several potential buyers.

The company received a term sheet from a potential acquirer, but wanted a higher valuation. The potential acquirer had a reputation and history of not moving far from the original offer, and the initial offer was not entirely bad, so the company did not want to lose it.

Analyzed the value of the company, presenting to the acquirer. Leveraged existing relationships with key decision makers at the acquirer, networking to understand needs relative to the proposed transaction. Made the executive decision to aggressively counteroffer to reset expectations, substantiated with the higher valuation data.

The investor's final offer was at a rate more than 117% higher than the initial offer, well above internal expectations.

The company had made the decision to do an angel investment round, and the Board of Directors had a deep network of wealthy individuals. However, despite the Board's network, each member did not want to use personal influence to convince individuals to invest. Additionally, the economic crisis in the US made angel investors more conservative.

Secured introductions by the CEO and various members of the Board, acting as a company spokesperson for potential investors. Clearly articulated the investment opportunity without pushing towards investment. Informed each Board member of all interactions with potential investors to keep comfort levels at ease.

As a result, more than $5 million in angel financing was raised.

The business was steadily losing market share while R&D expenses were double all of the competition combined. The General Manager position within the business had been open for more than nine months, and executives did not have a clear authority or vision.

Personally investigated the decision-making process for new products, incentives and accountability. Overcame functional silos by establishing and leading an internal Portfolio Management Board. Evaluated executives to decide who should join the Board, and persuaded each to do so. Formed a cross-functional team and decision-making process that stopped market share decline and shortened new-production introduction cycles.

The new decision process was so successful that it survived multiple reorganizations and changes throughout management.

A medical device incubator had more than 40 new device and therapy opportunities to pursue with limited funding. However, management was not sure which opportunities were best, and there was no comprehensive approach to evaluate each opportunity in its entirety.

Applied a "big picture" mindset, analyzing the market size for all opportunities. Assessed the clinical, regulatory and commercialization efforts for the largest market segments, as well as the time to get a therapy to market, and the strength of the IP. Took into consideration the Board and investors' preference for risk, return and liquidity.

As a result, two new businesses were established as spinoffs of the company.

Scientists designed a new device that was less invasive than the existing standard; however, the company was uncertain whether to pursue, and executives were very divided and had strong options on the issue.

Assessed the therapy potential in Europe, Asia and the US, as well as potential emerging markets, different therapy alternatives and competition. Analyzed physician reimbursement and market barriers, coming to a recommendation to pursue the therapy and focus efforts on a European launch.

The company pursued the therapy and is currently in development. The decision was validated when a similar therapy conceived and developed by another startup was acquired for $1.35 billion.

After a successful exit, the CEO was looking for the next engagement, and was in discussions to become a Chairman of the Board for another startup, but was uncertain it was the right move. The startup presented numerous issues and risks, and success was far from certain.

Worked directly with the CEO, gaining trust as someone who provided insight and demonstrated good judgment. Distinguished between issues that could be fixed and those that could not with regards to the next position. Developed a company value proposition that resonated with customers. Personally traveled with the CEO to meet with the startup and assess its prospects.

The CEO accepted the Chairman of the Board position and later stepped into the CEO position based off the recommendation provided.

The General Manager and executives of a $1 billion business unit regularly met on a monthly basis to discuss potential deals. Evaluations and investment decisions were made on three public small-cap companies, six clinical trial-stage startups, and eight preclinical stage ventures, each of which were presented during the monthly meetings over the course of 18 months.

Led research and analysis in the preparation of an in-depth review of each opportunity. Overcame strong opinions from the GM of the business unit and his staff by leading discussions and providing clear documentation of potential value.

Approval was secured on 100% of all recommendations, leading to significant revenue for the company while preventing unnecessary losses.

A new therapy failed a clinical trial and did not get approval in the US, but was approved in Europe. However, the company was unsure how to position the therapy, what market share to expect, and how to differentiate itself from the competition. Additionally, a competitor with a less invasive therapy had emerged, competed a successful clinical trial and was acquired by a strategic investor for more than $800 million.

Interviewed key opinion leaders throughout the US and Europe, analyzing the advantages and weaknesses of the new therapy against the competition. Performed detailed market research, identifying unique benefits of the therapy that resonated with the customer. Forecasted market share and presented findings to the CEO and Executive team.

The company successfully launched its therapy in Europe and secured next round financing for further commercialization.

A device therapy had reached more than $1 billion in revenue in the US, but continued to struggle in Europe. High pricing was often blamed as the main obstacle, while management was not certain of whether to reduce the price.

Worked directly with country managers and sales representatives to assess penetration barriers. Recognized that price reduction while increasing unit sales would not grow revenue. Identified other barriers, developing guidelines for local teams to focus on that included physician education, empowering of device physicians in the hospitals, and collaboration with local governments.

As a result, double-digit growth was achieved in the Top 5 countries in Europe.