Resume

1. Mark Falkowski
4330 Valley Avenue #6, Pleasanton, CA 94566
Cell 925‐683‐4842, markf@dmsww.com
SUMMARY OF EXPERIENCE
I have thirty three years experience with rapid promotion in six major capital equipment companies. Have a record of
accomplishment in building and turning around successful start up capital equipment corporations. Have been responsible for
the development, manufacturing, and servicing of physical therapy equipment. I have advanced from Director of Operations to
Project Manager for new product development of a biomedical equipment company. Prior promotions to V.P. of Operations of
two multi‐million dollar corporations and Chief Operation Officer of two. Also as Chief Operation Officer of a worldwide digital
radiology business located in Switzerland. I was responsible for engineering, manufacturing, GMP/ISO, quality, HR and customer
service worldwide with profit and loss responsibilities.
WORK HISTORY
2005 to Present Direct Medical Systems, LLC
President/ CEO – founded start‐up company introducing new and innovative medical technologies, worldwide
•Raised start up funding of over $1.5 million
• Maintained positive cash flow via direct sales while growing distribution channels in targeted clinical markets
• Successfully negotiated a major distribution agreement that resulted in over $2M in revenues in its first year
• Created and implemented a sales training program for over 240 sales people that was completed in 2.5 months
•Managed the company to profitability in the second year of operation.
2003 to 2005 – Swissray International, Hochdorf Switzerland.
Chief Operations Officer – a fifty million dollar operation producing direct digital radiology systems for general radiology. I am
responsible for engineering beta testing, manufacturing, GMP/ISO, quality, HR and customer service worldwide with profit and
loss responsibilities. I live 90% of my time in Switzerland to manage production and 10% in the US to manage customer service.
• Revised engineer beta site testing to improve system reliability in production and field systems.
• Decreased production time from 120 hrs per system to 32 hours.
• Increased production by 200% without increasing manpower.
• Improved system quality and decreased system installation time.
• Decreased installation time from 40 hours to 16 hours.
• Restructured customer service to take over direct support in the field.
• Revised application training and field service training.
• Setup WEB base dashboard for better communication for senior managers.
• Setup POP3 server to increase communication between Switzerland and our New Jersey office.
• Installed remote monitoring software to be used on all systems domestic and international. We can review customer images
remotely, upload software and monitor our system performance to provide proactive response.
• Installed Clientele help desk software to improve response time and product reliability.
• Submitted and received ISO 2002 approval.
• Setup four meetings that improved quality and communications with all departments: Customer Escalation report, daily
production meeting, Product performance meeting and cost reduction meeting.
• Setup four meeting that improved quality and communications with all departments: Customer Escalation report, daily
production meeting, Product performance meeting and cost reduction meeting.
2001 to 2003 – Invision Technologies, Inc., Newark, CA
Senior Vice President of Worldwide Customer Service – a multi‐million dollar operation selling EDS scanners to airports
worldwide. I was responsible for a 40 million dollar service operation business including offices in London, Paris and Asia. I
restructured and trained management to develop a first class Worldwide Customer Service operation.
• Restructured customer service to be the leader in the airport security industry; grew the service support staff from 45 to 302.
• Structured the service business to support over 900 systems in less than one year.
• Installed a customer care center to provide average phone response of less than 5 minutes to our customers.
• Improved system reliability through technical reporting to engineering and manufacturing for redesign.
• Established Global parts support to provide parts delivery to products within two hours
• Introduced remote training for FSE’s both domestic and international.
Acquired by GE.

2. 1998 to 2001 – Imatron South San Francisco, CA
Vice President of Worldwide Customer Service– a 60 million dollar operation selling a high‐speed cardiology scanner. I
restructured and trained management to develop a first class Worldwide Customer Service Department.
• Restructured customer service to be the leader in the medical service industry
• Customer Service turned profitable within one year
• Implemented new service support departments to meet the needs of our customers
• provided average phone response of less than 5 minutes to our customers.
• Improved system reliability through technical reporting to engineering and manufacturing
• consistently recognized by our customers as an excellent service provider
• Introduced the EBT mobile system operations
• Introduced remote diagnostics and remote training and support for our customers
Acquired by GE. I was responsible for the transition to GE
1996 to 1998 ‐ Cemax‐Icon Inc., Fremont, CA
Vice President of Customer Service ‐ a thirty million dollar operation in the PAC’s medical imaging business. I restructured and
built a new worldwide service organization from 19 to 85 employees.
• Increased revenue by 30%
• Improved service productivity by 20%
Acquired by Imation then Kodak. I was responsible for the transition of Customer Service to Imation and then to Kodak.
1994 to 1996 ‐ TomTec Imaging System, Inc., Boulder, CO
Vice President of Worldwide Customer Service‐ a fifteen million dollar operation in the cardiology medical imaging and network
business. The product is a PC based system to capture images from medical ultrasound systems to create 2D, 3D and 4D
images. I had global accountabilities for international customer service. Provided guidance in customer support, product
development, engineering and services for the TomTec imaging product. Structured customer service for support of over 2,000
systems for domestic and international service.
Acquired by Acuson
1990 to 1993 ‐ LOREDAN BIOMEDICAL Inc., Davis, CA.
CEO and Chief Operations Officer‐ a fifteen million dollar operation in the physical health care market. Loredan built PC based
rehabilitation equipment for the physical therapy market. Global Accountabilities as a developer, manufacturer of rehabilitation
and fitness systems for the physical therapy, industrial medicine and fitness market.
Achievements:
• Restructured and implemented a turnaround that reduced the loss in one year from $(3,459,000) to $(262,000) on sales of
$14,400,000
• Negotiated a $1,800,000 manufacturing licensing agreement internationally
• Restructured, reorganized and down‐sized the business from 125 to 76 employees
• Restructured the management to work under a Team Management approach
• Accelerated investment in R & D that resulted in four new product introductions
• Reduced inventory from $2,530,000 to $1,670,000
• Manufacturing cost reduction programs increased gross margins 31% to 41.5%
• Reduced service warranty cost per unit from 11% to 4%
• Increased service contract sales and turned service into a $1,000,000 + profit center
1989 to 1990‐ MEDSTONE INTERNATIONAL Inc., Irvine, CA.
Vice President of Operations‐ responsible for manufacturing, training and servicing of a twenty million dollar company. The
lithotripsy medical equipment is a PC based system used to break gallstones with shock waves through the body. We provided
installation and service to both fixed and mobile lithotripsy sites, domestic and International. Responsible for setting up mobile
lithotripsy fee for service program.
Achievements:
• Eliminated third party service
• Reduced warranty expenses from 8% per unit to 5%
• Designed Service Procedures and implemented a service contract program
• Sold over one million dollars in service contracts within three months
• Profit center within six months with direct service operation
• Decreased the cost of service to Medstone by 25% in six months
• Reorganized the Manufacturing Department and increased margins by 15%
• Moved Manufacturing into JIT (Just In Time) program

3. • Reduced cost of shipping and repair of service parts by 40%
• Implemented management programs which increased gross margins by 5.3%
• Reduced manufacturing inventory by 30%
• Implemented ISO 9001 within one year
• Trained employees on IBM: DOS, Windows, WordPerfect, Quattro Pro and Timeline.
IPO
1985 to 1989 ‐ HYBRITECH INCORPORATED, San Diego, CA
Director of Field Service and New Product Development ‐ Reporting to the Director of Marketing, responsible for setup and
management of a Field Service Department for new equipment introduction with a 200 million dollar biomedical company.
Directly responsible for new product development, technical support, training, logistics, quality control and transfer and
support of product from other manufacturers.
Achievements:
• Designed and implemented computerized Parts Tracking System
• Hired and trained a full Field Service Department of 38, consisting of field service, technical support, training, logistics,
product repair center and field service dispatch
• Responsible for improvement of two new products released by Hybritech
• Shut down manufacturing plant because of quality of the product and worked with manufacturer, started shipping again in
three months after quality issued resolved
• Responsible for setup of an international service operation
• Managed development between Tosho and Hybritech of a new blood analysis system
IPO, acquired by Eli‐Lilly & Company.
1979‐1985 ‐ DIASONICS INC., Milpitas, CA
Director of Service ‐ Reporting to the President and CEO, managed the operation of a national and international service
organization.
V.P. of Service Operations ‐ managed the operations of a 165 employee national service organization. Directly responsible for
technical support, management information systems, training, logistics, parts and inventory control.
Achievements:
• Responsible for a fifteen million dollar service budget
• Service contributed to the bottom line 25% profit or six million dollars
• Designed and implemented Service Dispatching and Field Service Reporting System
• Introduced pricing and renewal of service contracts, resulting in 80% renewal rate
• Implemented electronic mail nationwide
Western Regional Service Manager ‐ Within six months, grew organization from 6 to 30 Service Engineers including three
District Managers and support staff.
National Service Manager, OEC C‐arm and X‐ray Division ‐ Within nine months division transformed from a money loser to the
most profitable in the nation. Joined Diasonics as a Field Service Engineer responsible for the company's first 27 ultrasound
systems in the San Francisco Bay Area. Rapidly advanced to District Manager then Regional Manager and Director of Service
Operations to Director of Service.
IPO, acquired by GE
1974‐1979 XEROX MEDICAL SYSTEMS, Pasadena CA
Supervisor/Technical Representative ‐ Joined Xerox as a Technical Specialist. Responsible for repair, maintenance and
troubleshooting of ultrasound and X‐ray equipment. Held supervisory and team leadership positions organized and conducted
training classes.
Achievements:
• Developed a gray scale for eliminating noise in scanning equipment
• Designed special high precision tools for improving quality of image
• Contributed significantly to development of new diagnostic X‐ray dental equipment
• consistently evaluated for “Outstanding Technical Performancequot;
1967 to 1973 ‐ MILITARY SERVICE
United States Marine Corp; Staff Sergeant of Photo Reconnaissance. Honorable Discharge.
EDUCATION:
Diablo Valley Collage, 2 years of classes in computer technology and successfully completed numerous military, company
sponsored technical, and management courses.