eric schlorff

Responsible for managing Private Equity, Real Estate and Infrastructure/Real Assets on behalf of Dow's Pension Plans.

Managed three employees that focused on administering royalty agreements and contracts with third parties Ensured proper accounting of transactions and administering agreements related to technology. These included both in licensed as well as out licensed technology Worked closely with tax partners and external consultants to ensure proper legal entity agreements were in place for local books Continued to find ways to improve efficiency of reporting and data acquisition from affiliate companies not implemented on the main accounting systems

Analyze sector funds and compiled a list of the “top” 30 funds based on several variables. The list was used to target the fund managers that have the potential to diversify the portfolio while adding a top quartile manager Lead due diligence of venture funds/private companies and negotiated the business and legal terms with a multifunctional team Leverage current fund relationships as well as creation of new relationships to establish private company deal flow for potential investment

Managed seven employees that focused on competitive intelligence and industry forecasting Restructured team to align with business needs and team’s skills. Successfully implemented and the team member was considered a member of the business management team Implemented a competitive intelligence app that would allow users to use their smart phones to submit competitive intelligence

Financially evaluated the acquisition of US Seed Company, which helped guide senior management with the negotiation strategy and implementation Worked closely with external consulting company to design a Monte Carlo simulation financial model, which included technical, commercial and legal probabilities of success for the Plant Genetics & Biotechnology Global Business This allowed the business to prioritize R&D spending with commercial attractiveness Key member in cross functional teams to evaluate licensing terms and guide negotiations with multi billion dollar companies Created a “backbone” economic model for Dow AgroSciences’ oil’s business, that aided in the identification of R&D projects linked to commercial goals and markets and was a critical variable in decision making Have performed financial due diligence on companies ranging from acquisition values of $30 MM to $1,000 MM

Dow AgroSciences, a wholly owned subsidiary of The Dow Chemical Company, began in 1989 as DowElanco, a joint venture between the plant sciences businesses of The Dow Chemical Company and Eli Lilly and Company. In 1997, DowElanco was renamed Dow AgroSciences when Dow acquired 100 percent ownership of the business from Lilly.Our products and services are designed to solve problems for our customers, boosting ag productivity to maximum sustainable levels to meet the needs of our world's expanding population. Our research focus is on game-changing technologies to provide better crops, better plant nutrition and more effective pest management solutions. The goal of our research efforts is faster, better, more efficient, more productive and more viable agriculture long-term, because our world's future depends upon crop production technology.

M.S. in Pharmacology"]

Activities and Societies: Sigma Tau Gamma Fraternity (Served as President and Vice President) Men's Tennis Team (Captain for 3 years)

MBA in Finance & Marketing Activities and Societies: Member of Office of Strategic Business Initiative team that worked on consulting projects for corporations, led by graduate students