01 · Ventures

MedTech

Acted as Chief Solutions Officer for a MedTech client, owning an ~$8m program budget and leading preparation of investor materials for a $20m Round D.

Case file 2020–present Led / Owned

Historical — no live artifact to visit. This is an account of past work, not a product or dashboard you can open today.

This is a historical case file, 2020–present: an account of program delivery, not a product or dashboard to visit. As Chief Solutions Officer for a MedTech client, reporting directly to the CEO, the mandate was operational discipline -- bringing rigor to a program carrying an ~$8m budget, in a business where reliability and regulatory credibility mattered as much as the numbers themselves.

Delivery meant implementing Sales & Operations Planning to the standard used at Coca-Cola Australia, troubleshooting recurring issues in the IoT stack the product depended on, and managing a regulatory submission -- analyzing regulatory hurdles across OECD markets to prioritize where the business expanded next. In parallel, leading preparation of the investor materials and data room for a $20m Round D: the operational and the investor-facing sides of the same program, owned together rather than handed off to someone else.

What I'd do differently: bring IoT-stack troubleshooting in-house earlier, rather than firefighting recurring vendor issues against program deadlines -- fix the dependency before it becomes the deadline.

MedTech — program, compliance, expansionProgram~$8m budget, reports to CEO1S&OP standardCoca-Cola Australia's rigor, imported not grown locally2IoT stackrecurring reliability issues, troubleshot case by case3Regulatory submissionOECD hurdle analysis4IoT vendorfirefought against deadlines, not owned in-houseRound D data room$20m raise, investor-ready5

MedTech

A MedTech program needed operational discipline — S&OP, IoT-stack reliability — and investor-ready materials, reporting directly to the CEO.

  1. 1Owned an ~$8m program budget as Chief Solutions Officer, reporting directly to the CEO.
  2. 2Implemented Sales & Operations Planning — the S&OP standard used at Coca-Cola Australia.
  3. 3Troubleshot recurring issues in the IoT stack.
  4. 4Managed a regulatory submission and analyzed regulatory hurdles across OECD markets to prioritize expansion.
  5. 5Led preparation of investor materials and the data room for a $20m Round D.

How this was done

Led · Owned

What I'd do differently

Would have brought IoT-stack troubleshooting in-house earlier, rather than firefighting vendor issues under program deadlines.