Mayank Gupta, CPA

• Aided in the process to close a $133M USD series A • Secured $500,000 USD in US R&D tax credits for year 4 • Currently investigating implementing an ICFR program and SOX readiness • Negotiating CRO contracts saving approximately $300,000-$400,000

• Helped take a Canadian publicly listed company private and redomiciled to the US • Developed 5 year long range forecasts and presentations for upcoming ATM and Public financings • Implemented a company 401k and Group RSP with a 4% match • Negotiated insurance renewals related to D&O, Cyber, CGL, Property • Oversaw US and Canadian payroll and equity administration for 17 employees • Secured $320,000 USD in US R&D tax credits for years 1-3 • Secured $304,000 in Canadian SR&ED refunds as a CCPC • Presented Australian R&DTI refund opportunity of $200,000 USD to Management • Completed implementation of Sage Intacct • Responsible for all monthly, quarterly and annual filings as a publicly traded foreign private issuer

See above TSX, NASDAQ

• TSX, NASDAQ • Designed 3 financial models leading to a strategic review and the successful separation and derisking of Field Trip into two publicly traded companies • Involved in 3 due diligence processes, secured $20M in financing and carved-out FTHW Ltd. • Collaborated with cross-functional teams to cost and design 2 treatment modalities • Led a team of 7 overseeing financial reporting, budgeting, forecasting, taxation, internal controls, cash flow and payroll across North America, Netherlands, Jamaica and Australia • Successfully led the SOX readiness program, reducing deficiencies from 60 deficiencies to 14 in one year through effective project management and cross-functional collaboration

Sinai Trust was a portfolio company comprised of 13 types of businesses that fall broadly into 5 main categories/divisions: 1. IVF and Rehabilitation Clinics 2. Clinical Research (diagnostics, medical devices, and personalized medicine) 3. Software/SaaS 4. Retail (including an e-commerce shop and a coffee franchise) 5. Hospital-focused (e.g. international patients, allograft, out-of-country patients) I was pretty fortunate to work on such a variety of businesses and industry verticals which reminded me of my KPMG days. It was fun, challenging, and different every day. The advantage of a small team allowed me to wear many hats: 1. Developing a BI&D strategy with the leadership team 2. Developing an org structure to support the strategy (incorporating functions, divisions, hierarchy and matrix) 3. Acting as a people and culture leader, a sounding board and a change agent 4. Due diligence / M&A related to future opportunities 5. Presenting to key stakeholders including CEO, CFO, VPs, Boards, Audit Committees 6. Preparing private style management, discussion & analysis (MD&A) documents 7. Developing 5 year long range forecasts (inclusive of cash, tax, capital, debt, etc.) 8. Developing a taxation strategy 9. Automation projects for payroll, AP, AR 10. Implementing driver based budgeting and forecasting for all entities for the 2021/2022 fiscal year including developing training for all stakeholders 11. Audits, Financial Reporting, FP&A, Tax, etc. etc. and all the normal good stuff

Proudest accomplishment: During my three (3) months as a senior manager, four (4) senior leaders departed the organization: CFO, VP Finance, Senior Director and Controller. In addition, five (5) staff followed in the subsequent months. I was required to absorb some of the roles above me and rehire new talent in a completely new industry to me. Safe to say we made it! • Generated an incremental $500K/year in revenue through identifying an HST inconsistency • Rebuilt, reinvigorated existing finance team through hiring, skills development and transparency • Implemented paperless journal entries • SME for a 5 day management certificate program • Developed a model for a $7M portfolio which helped identify human behaviour gaps (quite interesting) allowing for course correction

• Oversaw working capital and treasury functions to ensure quarterly and annual covenant compliance • Liaised, guided and servicing 370 cost centres and 100+ cost centre owners • Reviewed monthly HST and T4ANR filings, annual T3010 filings • Managed relationships with external auditors and coordinated and oversaw 20 external deliverables including 8 annual audits and 4 ministry submissions (MIS, GRE, SRI, CAPS) • Oversaw month-end, quarter end and annual close with a team of 20 (10 direct reports and 10 indirect reports) which included AP, AR, Capital, Research, Payroll, and related party entities

Proudest accomplishments: When I started, the Director of Finance along with two (2) staff departed. The remaining individual (AR coordinator) and I kept the ship afloat and hired three (3) new individuals. I involved her in the interviews as she knew the culture best. She was 6-7 months pregnant with her 3rd child and used to come in on weekends. I worked with her and our Operations team and walked through the process one weekend. Together we automated her work and negotiated with Operations on realistic deadlines. She stopped coming in on weekends. • Inspired a finance team of four (4) (weekly standups, professional development, mentorship) • Optimized month end reporting from 12 business days to 5 business days (Calendars are great) • Introduced monthly and annual forecasting at a tenant level (granularity is key) • Optimized processes in A/R, Treasury, A/P saving 10-12 hours/month or $2,800 - $3,200/year (My A/R coordinator stopped working overtime or weekends!) • Led the digitization of the accounts payable (A/P) process • Led and coordinated 8 Audits, 1 Review, 2 Notice to Readers across 11 entities

Best lessons learned: It's okay to fail. Learn and grow from it. Don’t take setbacks personally. Proudest accomplishment: All of it. Sometimes we need a break. I took 3 personality tests: Birkman, Kolbe A and Myers-Briggs and worked with a career coach. I landed on trying out the world of sales, storytelling and broadcasting. This led me to creating 26 episodes for an itunes podcast, delivering 50 rides as an uber driver and storytelling as account executive for a startup. I also traveled to Tibet and Nepal during this time. Fun fact: In Tibet, I was 'famous' for my beard and was referred to as Drake.

Best lesson learned: Talk to everyone and be curious. Proudest accomplishment: I owe my entire management career success to Marilyn De Mara. Her poise and presence of how she commanded a room and garnered the respect of her clients was incredible. I am who I am today because of her. • Managed, supported and serviced key client accounts totaling over $1 million • Increased business revenue annually by 2%-3% through renegotiating contracts and annual fees • Annually led 20+ end-to-end projects delivering over 100 deliverables in 6 months in each of the past 5 years • Led 100+ presentations and meetings with clients and key stakeholders, including project kick-offs, status updates and post-execution follow ups • Featured in July 2013’s “KPMG’s client service excellence” newsletter for revenue generation in excess of $100,000 and thereby exceeding revenue targets • Developed brand awareness by assisting with annual seminars and presenting at the United Way Hub Series

• Featured in July 2013’s “KPMG’s client service excellence” newsletter for revenue generation of approximately $100,000 and thereby exceeding revenue targets • Drove the implementation of new national service line introductions • Led the 2012 and 2013 department wide United way and Movember campaigns increasing participation rates

A young, malleable auditor.