LINDA DARTSY
C-LEVEL BUSINESS LEADER
BUSINESS & COMMERCIAL DEVELOPMENT EXPERT
 
12345 Lombard Street
San Francisco, CA 94111
555-555-5555
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EXECUTIVE PROFILE
 
Executive Leadership
Vision, Strategy & Execution
Development & Leadership
Startup, Turnaround, Change
Divisional & Regional Leadership
Capitalization Strategy
Deal-Making –
Financing, Strategic Partnership
Venture Financing
Global Sales, Marketing, & Distribution
Process & Performance Improvement
Product Development
Product Rollout & Management
Consumer & Institutional Sales
Team Building & Leadership
Channel & Account Management
Technical & Clinical Affairs
Regulatory Compliance
Relationship Management
Internal Relations
Customer Relations
 
High-performance C-level executive with Fortune 100 / advanced technology experience.
Consistent success in maximizing corporate performance. Drive growth, generate revenues, capture market share, improve profits, and enhance value in domestic and international markets. Mentor, motivate, and lead high-performance business, sales, marketing, product management, and development teams. Value proposition includes:
Effective and wholly accountable in high-profile executive roles.
Overcome complex business challenges and make high-stakes decisions within fast-paced, high-pressure environments using experience-backed judgment, innovation, strong work ethic, humor, and irreproachable integrity. Respected as motivational, lead-by-example manager, change agent, and proponent of empowerment and accountability.
Visionary thinker with global perspective and entrepreneurial drive.
Key contributor to enterprise-level planning and decision-making. Valued advisor and requested consultant to board members, investors, and top-tier executives. Recently conceived and executed corporate strategy, raised funds, and secured in / out technology license agreements for capturing lead market position in the emerging proteomics arena.
Strong orientations in operations and finance.
Participate in high-level operational initiatives—infrastructure design, process reengineering, turnaround, reorganization, business / product integration—for stand-alone businesses, subsidiaries, divisions and strategic business units—startup, rapid growth, and culture change.
Corporate and business development expert. Marketing strategist and tactician.
Secure feasibility, development, and commercial partner agreements. Spearhead successful market penetration / product launches for emerging technology companies and multinational Fortune 100 R&D, manufacturing, and global distribution enterprise. Open new markets / accounts, launch products, drive growth, generate revenue, win market share, improve margins, and manage teams’ peak performance.
Experienced in advanced technologies and product development.
Instrumental in identifying, designing, leading development, and marketing technology products in drug discovery / life sciences, medical devices and medical diagnostics, including domain expertise in laboratory instrumentation, oncology, infectious disease, organ transplantation, and therapeutic drug monitoring. Bio / medical technology education and experience.
 
CHRONOLOGY
 
PRO-SCX, Inc., Elliott, NJ
CBO — CHIEF BUSINESS OFFICER
 
2003 to Present
 
Corporate officer / core management team member for this early stage, venture-backed life science company involved in developing and commercializing technologically advanced tools for comprehensive, quantitative analysis of proteins.
•    Report directly to CEO with dotted line reporting to chairman and founder. Contribute to enterprise-level vision, strategy, problem solving, and leadership.
•    Manage several crucial areas of operations — business development, strategic partnering, product development and commercialization, marketing, and public relations. Partner with CEO in fund-raising and investor relations.
•    Attract, hire, and direct talented team of professionals including Senior Directors of Product Development, Business Development, Scientific Affairs, and Regulatory Affairs.
 
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CHRONOLOGY/ PRO-SCX
MANAGEMENT ACHIEVEMENTS
•    Strengthened company’s credibility as a high-potential player in the emerging protein array market through expertise in strategy and business development augmented by strong technical background.
•    Virtually transformed and renewed firm’s viability and momentum. Brought renewed focus to corporate strategy by redefining and accelerating product commercialization plan/cycle.
•    Reduced burn-rate by 30+% by spearheading an organizational restructuring initiative. Cut headcount from 75 to 51, reengineered business processes, redesigned commercialization plan, and instilled urgency for financial discipline.
•    Contributed to successful completion of Series C financing by teaming with the CEO to secure $19.5 million in new funding (venture, angel, and corporate financing).
NEW BUSINESS DEVELOPMENT & MARKETING RESULTS
•    Created a $1.5+ million revenue pipeline (compared to less than $75,000 on arrival) by targeting, negotiating, and securing agreements with strategic global partners: Mitsui Trading (Tokyo, Japan), National Cancer Center (Tokyo, Japan), Merial (Lyon, FR), Beckman Coulter (Fullerton, CA), and NCI (Gaithersburg, MD).
•    Created a global market channel by negotiating an international distribution agreement with Mitsui Trading. Leveraged this relationship to secure $2.5 million investment note.
•    Acquired necessary technology platforms and instrumentation by securing agreements from leading proteomic array companies for development of PRO-SCX’s breakthrough protein capture aptamer technology.
•    Inspired new energy and confidence companywide by demonstrating personal enthusiasm and providing strong, decisive leadership to newly recruited business and product development teams of proven “startup athletes.”
Consultants Inc., Del Norte, AZ    2001 to 2003
CONSULTANT — MANAGEMENT & BUSINESS DEVELOPMENT
Provided corporate strategy, business development, product commercialization, strategic / tactical marketing consulting to startup and high-growth technology companies. Analyzed needs, determined scope of work, developed strategies / executed action plans, completed deliverables, and built / strengthened relationships. Key engagements include:
CHIEF BUSINESS OFFICER (interim), CONGLOMERATION MEDIA • Restructured Del Norte - based venture-backed web design company. Reengineered business model, changed culture and shifted focus toward Fortune 1000 customers with offerings designed to “connect brands to youth through digital channels” targeting 14 to 21 year-old consumers. Secured intro engagements with such clients as Cisco and Microsoft.
CALVERAS COMMUNICATIONS • Retained by venture-funded Internet enterprise targeting Internet-based medical transcription services in the healthcare field. Charged with rationalizing and expanding value of core technology — Centrally managed Asynchronous Communications (CMAC) — within financial services, retail, and automotive vertical markets.
Isotech, Inc., Hillsdale, VA    1999 to 2001
VICE PRESIDENT — SALES & MARKETING
Corporate officer / key management team member of medical device company involved in development, commercialization, and marketing of proprietary, point-ofcare, “lab-on-a-chip” clinical diagnostic technology with applications in osteoporosis, diabetes and home pregnancy testing.
Reported directly to President and CEO, leading team of four professionals in marketing, sales, PR, and administrative support roles. Challenged to drive product rollout, build relationships, carve out partnerships, and generate/grow revenue. Teamed with president in planning and executing high-level corporate leadership initiatives: restructuring company, redeveloping and presenting corporate strategy to board, and raising funds.
MANAGEMENT ACHIEVEMENTS
•    Credited with contributions to re-inspiring investors and BOD by bringing focus and momentum to company facing need to rationalize core technology in revenue terms by deploying products while controlling burn-rate and raising funds.
•    Partnered with CFO on roadshows and succeeded in securing $5+ million in funding (including $1.5 million to finance Point of Care Information Technology spin-off, SigmaCare). Presented at 100-investor, 1999 Corporate Annual Meeting.
 
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CHRONOLOGY/ Isotech
•    Created rational, highly structured, yet flexible corporate strategy wrapped around breakthrough technology having unlimited potential for revenue and market share in the global medical diagnostic marketplace.
•    Validated viability of platform technology and secured new development funding (including next generation home pregnancy test) by closing deals with major medical diagnostic and pharmaceutical companies.
•    Strategy has been validated as Isotech recently gained FDA approvals to launch first home monitoring kit for analysis of HbA1c, a critical measurement of diabetes disease progression.
NEW BUSINESS DEVELOPMENT & MARKETING RESULTS
•    Led spin-off of Isotech’s Point-of-Care IT platform by creating / securing term sheets from key medical device and venture firms.
•    Succeeded in launching and hitting first-year sales targets for osteoporosis point-of-care product line through a principal commercial partner (Ostex) and by securing worldwide distribution agreements — US, Europe, and Asia.
•    Defined product specifications, developed FDA, NGSP, HCFA approval strategy, and selected / negotiated agreements with global distributors for HbA1c-NOW (POC test for Diabetics), the second Isotech product to market.
Pitkin Diagnostics, Pitkin Laboratories, Morgan, IN    1984 to 1999
REGIONAL SALES MANAGER — MedTech (Subsidiary of Pitkin Diagnostic Division)    1997 to 1999
SENIOR WORLDWIDE PRODUCT MANAGER — HIV / Hepatitis Diagnostics    1996 to 1997
US MARKETING PRODUCT MANAGER — Cancer Diagnostics    1995 to 1996
TRANSPLANT DIAGNOSTIC SPECIALIST    1990 to 1995
ACCOUNT EXECUTIVE — Chicago Sales Region    1987 to 1990
GROUP LEADER — Rare Reagent Operations    1984 to 1987
Managed key products in new, mature, and intensely competitive national and global markets, for this Fortune 100 healthcare enterprise. Built and led regional sales organization for newly acquired subsidiary. Hired, motivated, and led teams of up to 15 sales, marketing, and administrative professionals.
MANAGEMENT ACHIEVEMENTS
•    Managed complex post-acquisition transition and integration phases of newly acquired subsidiary, MedTech.
•    Doubled size of Pitkin’s transplant business ($7 million to over $15 million within three years) by partnering with key world wide transplant centers, Fujisawa, Novartis, NIH, and UNOS (United Network for Organ Sharing).
•    Played significant role in transplant diagnostic product line development, planning, clinical trials, and organized launch efforts for such products as (CsA, FK506, MEGX).
•    Managed and grew Pitkin’s $300 million product line across global HIV and Hepatitis markets in high-profile role of Senior Worldwide Product Manager.
•    Successfully defended $100+ million PSA business by diplomatically, yet assertively navigating complex affairs with FDA to retain Pitkin’s significant business with reference lab, hospital and clinic based customers.
SALES & MARKETING RESULTS
•    Ranked #2 in revenues vs. goal and first in sales / representative for Pitkin-MedTech integration. Team exceeded sales goals by targeting VA health system accounts throughout Western US.
•    Achieved 130% of goal for blood glucose consumable sales within hospital sector (YE 1997) while taking marketshare from entrenched competitors (J&J, Roche). Delivered $4.3 million revenue vs. $3.3 million target for YE 1998.
•    Led global product launches (HCV, HIV, P24 Antigen). Product sales resulted in average of 120% of revenue target with minimal cannibalization from existing products. Generated $20+ million in combined new business within first year of product launches-introduced automated infectious disease testing (HCV) to Asian market.
•    Marketing Team of the Year, 1995; Defensive Marketer of the Year, 1994; President’s Club, 1993
EDUCATION       
BS — Microbiology, Larimer University, Larimer, AK, 1985
Continuing education includes leadership, marketing, technology, and negotiation skills training at Hopkin University, University of Jefferson and others. Details available upon request.
 
LINDA DARTSY
CORPORATE STRATEGIST & C-LEVEL BUSINESS LEADER BUSINESS DEVELOPMENT EXPERT
 
12345 Lombard Street
San Francisco, CA 94111
555-555-5555
This e-mail address is being protected from spambots. You need JavaScript enabled to view it
 
CRITICAL LEADERSHIP INITIATIVES
Recalibrated and restrategized business, setting stage for millions-of -dollars in deals and funding.
Isotech, an early stage medical device company had raised $20 million and begun several development projects without regard to commercial value or degree of difficulty. As Vice President of Sales and Marketing, challenged to develop a realistic strategy and a recalibration of business and product development.
Solutions        •   Assessed technology vs. available market opportunities, as well as current product development programs vs. products’ criteria for success in the market.
•    Recommended two basic projects—in home pregnancy and diabetes markets.
•    Worked to create partnerships and secure continued funding for program completion.
•    Change managed new thought transition for internal and external constituencies and evangelized high value potential of ongoing projects in development.
•    Caused team to reassess several deals to accommodate new thinking.
•    Sold board and specific shareholders on viability of new plan along (300 investors, several institutions, angels).
Impact    •   Firm launched diabetes product (HbA1c), received FDA approval in 2001, and over-the-counter clearance
in 2002.
•    Isotech laser focused on R&D activities and secured deal around a pregnancy opportunity with Warner Lambert (now Pfizer) for $2.5 million (1999) in upfront and milestone payments.
•    New strategy drove $25 million in additional funds from reputable VCs.
•    Company is now marketing only rapid, fully disposable, glycosolated hemoglobin test for home use.
Analysis    I strategically lead innovation through the twists and turns of the needed trade offs, win teams’ hearts and
minds, and then take the needed risk to secure the right payoff.
Refocused teams on value creation activities leading to critical partnerships.
As CBO, PRO-SCX, challenged to re-focus company on basics of value creation by bringing together the right team, positioning the right technology, and addressing the right market opportunity.
Solutions        •   Given control of commercial, product and business development activities by founder.
•    Built high performing team to access technology and assess potential market opportunities.
•    Looked to near-term revenue producers—opportunities that demanded fewer breakthroughs and were more
readily accessible.
 
Impact
Analysis
 

•    Company is far more focused and has executed critical partnerships needed for revenues.
•    Now have co-development efforts with large, validating partners such as Beckman and Perkin Elmer and can trace a potential path to market.
I can lead a team with immature technology and put the company on the right R+D and commercial trajectory, while attracting new investors to our overall value proposition.
 
continued
 
LINDA DARTSY
 
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CRITICAL LEADERSHIP INITIATIVES
Instrumental in gaining foothold and propelling company into $2 billion marketspace.
As Regional Sales Director, Pitkin-MedTech, challenged to help enter $2 billion / year blood glucose testing market after Pitkin acquisition of MedTech ($.9 billion). As one of three regional managers assigned to orchestrate hospital market entry (from $0 sales platform), was given P&L responsibility, and charged with delivering four-to-five year ROI target. Fundamental challenge was to rapidly gain market share vs. established competitors with minimum expenditure while leveraging Pitkin’s strong presence in the hospital lab testing sector.
Solutions        •   Analyzed competition (Roche, Bayer, and J&J), and devised attack plan based on product differentiation.
•    Determined key to product adoption to be data integration of glucose monitoring results into the LIS (lab info system). Hired several specialists in data integration.
•    Successfully wrapped services into offerings and pulled together vendors, collateral, target list, and regional implementation budget.
 
Impact
 

•    Reached 120% of goal each year — the second of three regions.
•    Led competition by launching and differentiating ancillary services into strategic VA hospital market.

•    Created data integration services position, adopted by MedTech throughout US.
 
Analysis    I synthesize innovative strategies that become corporate best practices, attract and retain a great team of sales
and marketing athletes, while positioning team structure, function and discipline, setting the stage to get products off to a fast start.
Positioned and grew divisional product line to over $18 million in sales / 65% profit within three years.
As Transplant Diagnostic Specialist, Pitkin Diagnostics, challenged to assume role as firm’s first and only transplant diagnostic specialist. Tasked with formulating a revenue-producing product development plan for current and future products. Faced a $4 million in sales product line, no sign of increasing sales trend, and a business unit with no understanding of organ transplantation.
 
Solutions
Impact
 
Immediately learned everything possible about organ transplantation, spent time with the top surgeons and transplant teams in world’s top centers, and saw every nuance of process and clinical challenges.
Determined needed strategies to jump start business and requested funding.
Established relationships with drug companies serving transplant patients, and became experienced with regulatory issues with NIH, FDA, and UNOS (united network for organ sharing).
Accelerated sales of current products by proving efficacy in clinicals, and funding new product trials with the NIH, drug companies, and the highest profile transplant centers.
Secured an advisory board and attracted the best surgeons and physicians.
Grew business to over $18 million in three years of tenure, with profit margins of over 65%.
Business now produces over $50 million and offers over 25 products to transplant centers globally.
Came to understand organ transplantation so well, from a technical and clinical side, that frequently presented at “grand rounds.”
Gained great respect from the transplant community, sat on the steering committee at UNOS, and orchestrated a $25,000 Pitkin donation to UNOS.
 

 
Analysis
 
I combine business development, sales, relationship skills, research, and product development abilities to develop a thriving business.