Ola Soderquist

Investment fund

Bioxytran is a clinical-stage Biotech founded in 2016. The company develops new molecules resolving unmet medical needs. Their drug candidates address multiple disease conditions by preventing premature death of cells in living tissue resulting from lack of oxygen. • IPO PREPARATION: S-1 approved by SEC in May 2017. Coordination of activities with SEC lawyer, auditor, and investment bankers to launch IPO in July 2017. • INVESTOR RELATIONS: Presentation of company and offering to potential investors • FINANCIAL MANAGEMENT: Spearheaded procurement and implementation of accounting, payroll and benefits. Development of financial process and budget, submission of 10-Q and 10-K • COMPLIANCE: Implementation of SOX compliant process for internal controls • RISK MANAGEMENT: Evaluation and procurement of comprehensive insurance policies

Transitioning and Re-branding an electronics manufacturer through phases of M&A integration and process implementation. Aiming for streamlined activities, increased efficiency and expansive growth. • LEADERSHIP AND STRATEGY IMPLEMENTATION: Introduction of KPI's created a better awareness of success-factors and reduced waste with $50K within the first month. • BUSINESS PROCESS IMPROVEMENT: Effective implementation of tools and processes resulting in 12% increased productivity. • FINANCIAL PLANNING AND COST CONTAINMENT: Initiation of different thought processes reducing energy costs with 40% and shipping costs with 15%, saving $150K/year. • OPERATIONAL EFFICIENCY: Elimination of unnecessary operations and processes resulted in 200K decrease in operative overhead. Monthly financial closing cycle reduced by 15 days. • M&A, INTEGRATION AND CHANGE MANAGEMENT: Effectuated two successful M&A deals, resulting in a 50% growth while simultaneously reducing administrative costs. • FINANCE AND RISK MANAGEMENT: Successfully negotiated a $6.5M ABL agreement and effectuated a complete overhaul of company insurances with cost savings of 20%.

Play an integral role in development, innovation and scaling of a B-Corp start-up, an e-Commerce venture, as well as process implementation for management of P&L and reporting. Transitioned to the Advisory Board after successful hand-off of operational activities. • LEADERSHIP: Strategy implementation based on market research, including in-depth interviews with over 200 potential clients • BUSINESS DEVELOPMENT: Effective Business Plan and Branding, new Sales and Marketing Strategies in order to envelope new products and services • FINANCIAL PLANNING: Recruiting successful operative partners, securing $250K venture financing • BUSINESS PROCESS IMPROVEMENT: Development of a web-based platform for an existing market which generated $500K in revenue, adding 9 affiliated organizations and 6 new employees in prototyping stage

Managed five direct reports that performed accounting and sales administration in a $50M Industrial High Tech manufacturing and Software development division of the $3B public firm, Belden Inc. • CHANGE MANAGEMENT: Supported merger by leading financial analysis and integration of infrastructure; implemented processes to achieve Sarbanes-Oxley (SOX) compliance • CROSS FUNCTIONAL TEAMWORK: Spearheaded procurement and implementation of a multi-site Enterprise Resource Planning (ERP) system, reducing monthly closing process from 5 days to 1 • LEAN MANUFACTURING: Streamlined plant operations through Continuous Improvement, and introduction of Activity Based Costing (ABC), reducing cost of goods sold 10%, and inventory by 15% • REVENUE IMPROVEMENT: Deployed modularization processes for redesigning products, and implemented service contracts, which drove sales by 20% and improved profitability by 22% • INVENTORY CONTROL: Introduced cycle count, eliminating annual physical inventory audits, allowing for 4 additional production days per year, and achieving 99.6% inventory accuracy rate • STRATEGY IMPLEMENTATION: Initiated analysis to measure performance & identify improvement opportunities through Key Process Indicators (KPIs) • COMPLIANCE: Implemented revenue recognition in accordance with SOP 97-2 and 98-9 as well as EITF 00-21, and stock based compensation in accordance with ASC 718

Launched a business-to-business subsidiary in U.S., Canada, Mexico, and Central America for a German Manufacturer of Industrial Pre-press Equipment. P&L management and reporting, performing direct sales. • BUSINESS DEVELOPMENT: Implemented Business Plan and Sales & Marketing Strategies to better serve our customers and broadening the product range • REVENUE ENHANCEMENT: Generated additional $7M in annual sales and 60% profit margin by introducing new machinery & consumables product lines • LEADERSHIP: Managed 100 accounts, 8 Sales Reps. and 3 manufacturing sub-contractors

Consolidated statements and analyzed sales & manufacturing plant performance in 15 countries with combined revenue of $100 million in Industrial Screen Printing Machinery, serving on Board of Directors. • CROSS CULTURAL MANAGEMENT: Collaborated with strategic partners / clients in Europe, U.S., Russia, Hong Kong, and China as well as managing sales- and service teams, & distributors in France, Canada, & Africa • OPERATIONAL EFFICIENCY: Selected and led ERP and accounting systems implementation, streamlining accounting processes and automated reporting; resulting in $200K annual cost savings • FINANCIAL MANAGEMENT: Reduced expense fees and interest by 40% by renegotiating terms • PROCESS IMPROVEMENT: Realigned French sales team, improving turnover 400% in the first year, captured an additional 30% of market-share, and generated $600K in additional profit • LEADERSHIP: Managed eight turn-key projects valued at up to $3M each

Privately-held, $20M, Finnish business consulting firm specializing in supply chain management, logistics, warehousing, inventory control and operational efficiency. Managed a team of 4 consultants in the Nordic countries and in Russia • OPERATIONAL EFFICIENCY: Advised Nordic Retail group’s distribution centers improving lead time and reducing inventory, implemented changes resulting in cost savings of up to $4M per location • PROCESS IMPROVEMENT: Recalculated routings and material flow improved lead-time with up to 30%, and reduced inventory by up to 40% • STRATEGY IMPLEMENTATION: Alignment between strategy and operations, introduction of KPI’s, cutting one management level resulted in reduced overhead cost with up to 9%

During the early part of my career I held Financial Controller positions within the Wallenberg Sphere; • Industrivarden, OMX:INDU • Electrolux, OMX:ELUX • Ericsson, NASDAQ:ERIC • Swedish Match, OMX:SWMA • SKF, OMX:SKF In these companies I was in charged with establishing profitability. Execution of significant cuts in non-profitable product lines. Implementation of ERP and Accounting systems. Establishing KPI’s and improvement of inventory turns. Primary responsibility was general accounting, cost-accounting, budgets and forecasts.

Triple Crown Accredited Business School (AACSB, AMBA, EQUIS) and EDBAC member in Grenoble, France. Grenoble Ecole de Management (GEM) is among the most prestigious French Business Schools. In 2023 it is ranked #39 worldwide in Executive Education by the Financial Times.

AACSB accredited Business School in Wellesley, MA. ​ Ranked as No 2 of the Best Colleges in the U.S. by Wall Street Journal. U.S.News & World Report has ranked Babson’s MBA program No. 1 in entrepreneurship for the 30th consecutive years in its list of Best Graduate Schools.

EQUIS & CEMS accredited Business School in Stockholm, Sweden. The Stockholm School of Economics (SSE) is the leading business school in Northern Europe. Ranks among the top 7 world-wide in Financial Times Management Ranking.