Sanjiv Suri

Midsize, Multinational / Clinical Research Organization, with 800+ employees and offices in 28 countries Key Responsibilities Grow EBITDA as a % of Sales, Establish a pattern of Sales Growth , Expand Geographic Coverage and position the company for sale Develop and Implement Corporate Strategy and Change Management. Achievements Restructured and streamlined the company; Reinforced business processes and procedures; Grew EBITDA % 5 fold; Grew Sales 60 % in 3 years; Sold the Company to private equity with a greater than the industry average EBITDA multiple in 2017.

Midsize, Multinational Life Sciences / In-vitro Diagnostics Company, with 2000+ employees, offices in 12 countries and operating in 60 countries Key Responsibilities P&L and Management responsibility for 6 companies belonging to the Group in 6 different Countries. Goal was to integrate 3 acquired companies into the group structure and build one Global Brand; Increase EBITDA; Grow Sales and Expand Geographic Coverage. Achievements Grew Sales by 30 %; doubled EBITDA and increased U.S. stock price 4 folds. Merged all 6 Companies and created one Global Brand.

Large, Multinational Life Sciences / in-vitro Diagnostics Company, with 8000+ employees, offices in 60 countries and operating in 100+ countries Key Responsibilities • P&L and Management responsibility for the Company’s business including Sales, Marketing, Finance, Human Resources, IT, Legal for both Clinical Diagnostics and Life Science divisions • Management of 400 employees, 11 subsidiaries, 7 country offices, 2 manufacturing facilities, • 130 Countries with over 150 distributors • Responsible for developing the 5 year Strategic Plan for Emerging Markets and its implementation on a yearly basis Achievements • Grew Sales and Profit at an average of 20 % a year from 2004 to Sales of U.S. $ 275 million and Profit (net contribution) of 35 % of Sales in 2010 • Restructured Latin America and grew the sales 3 fold and profit 10 fold from 2005 to 2010. • Consolidated 2 subsidiaries in Brazil and established regional structure in Mexico • Restructured Middle East from 2007 and tripled Sales in 3 years. Established regional office in Dubai • Consolidated the “back office” structure in Hungary (Finance, Logistics, Service, IT, Human Resources), reduced operating expenses and streamlined operation in Emerging Markets • Realigned distribution channels to merge acquired businesses to eliminate redundancies • Created Brand identity and product synergy for future growth