1. 3RD
ANNUAL
MEDICAL DEVICE BUSINESS DEVELOPMENT:
MERGERS, ACQUISITIONS & CORPORATE STRATEGY
JANUARY 30 – 31, 2017 | ATLANTA, GA
Assessing the Current M&A Atmosphere with a Focus on the Accurate Valuation of Targets &
Creative Deal Structures within the Medical Device Industry, while Fostering Growth &
Improved Business Development & Corporate Strategy Processes
DISTINGUISHED PRESENTERS INCLUDE:
Indraneel Kanaglekar
Vice President, Business
Development, PMO
ZIMMER BIOMET
John White top
Vice President, Business Development
WRIGHT MEDICAL TECHNOLOGY
John Lauria top
Director of Business Development &
Strategy
STRYKER
Scott Meyer
Director, Strategic Business
Development
CARL ZEISS MEDITEC
Steven Plymale
President & COO
PROFOUND MEDICAL
Jeremy Toner
Director of Corporate Development
MIDMARK CORPORATION
Gabriela I. Coman
Partner
RUBIN & RUDMAN, LLP.
Barbara A. Jones
Shareholder
GREENBERG TRAURIG
Nicholas Pachuda top
Global Vice President, External
Innovation & Enabling Technologies
JOHNSON & JOHNSON
Biren Mehta top
Vice President, Business Development
Cardio, Specialty Solutions Group
JOHNSON & JOHNSON
David Ribble top
Director of Innovation
HILL-ROM
Marc Gelnett
Director of Operations, M&A
COOPER SURGICAL
Brooke Harding
Senior Director Strategy & Ventures
RESMED
Tom Campanella
Associate Professor, Health
Economics
BALDWIN WALLACE UNIVERSITY
Tim Hause
Integration Director, Corporate
Business Development
MEDTRONIC
Scott Andrew Sher
Partner
WILSON SONSINI GOODRICH &
ROSATI
Chris Lyons top
Director, Global Business
Development, Spine & Biologics
MEDTRONIC
Tricia Edgell top
Business Development, Senior
Director of Integration
STRYKER
Roland Bouvier
Director, Business Development
BECTON DICKINSON
Korye Jones
Senior Director, Enterprise Programs
Integration
ACELITY
Robert Raynor, PhD
Director, Corporate Business
Development
BECKMAN COULTER
Stephen Floe
Director, Corporate Strategy
ATIVA MEDICAL
Eric Shelton
Director, Business Development
PHILLIPS-MEDISIZE
Benjamin Gomes-Casseres
Professor, Author
BRANDEIS UNIVERSITY
www.q1productions.com
DISTINGUISHED PRESENTERS
More than 23 presenters will meld
industry perspectives to ensure a
well-rounded platform.
23
INTERACTIVITY & WORKSHOPS
The conference will feature
interactive and hands on workshops
for heightened exchange of practical
ideas and best practices.
UNPARALLELED NETWORKING
The program provides a matchless
venue for industry peers to gather,
exchange ideas and connect.

2. 500 N. DEARBORN STREET, SUITE 500 CHICAGO, IL 60654 (P) 312.822.8100 (F) 312.602.3834 www.q1productions.com
MEDICAL DEVICE BUSINESS DEVELOPMENT:
MERGERS, ACQUISITIONS & CORPORATE STRATEGY
DAY ONE | MONDAY, JANUARY 30
LIVE POLLING QUESTION:
What Will Have The Biggest Effect On Medtech BD In The Coming Year?
7:00 REGISTRATION & MORNING COFFEE
7:50 CHAIRPERSON’S OPENING REMARKS
8:00 KEYNOTE PANEL DISCUSSION: MEDICAL DEVICE INDUSTRY
TRENDS & THE FUTURE OF BUSINESS DEVELOPMENT
While the medical device industry has transformed in recent years due to a
variety of business development transactions, examining how industry trends
have impacted the medical device space will allow executives to have a more
complete view of what the future holds for business development activities.
This panel discussion will evaluate how the current regulatory, reimbursement
and healthcare environment will influence business development transactions
in the coming years. Staying abreast of external factors impacting the medical
device industry while also remaining nimble and adaptable to the changing
environment will ultimately set medical device companies on the right path for
continued growth and profitability.
• Recent upsurge in hospital consolidation
• Effect of payers & reimbursement on BD
• Impact of regulatory scrutiny in medtech
• Changing landscape for competition
• Medical technology & connected care
Roland Bouvier, BECTON DICKINSON
Brooke Harding, RESMED
Scott Andrew Sher, WILSON SONSINI GOODRICH & ROSATI
8:45 PANEL DISCUSSION: BALANCING ORGANIC VS. INORGANIC
GROWTH IN MEDICAL DEVICE BUSINESS DEVELOPMENT
As medical device companies expand product portfolios and market reach,
decisions must be made regarding the best approach for growth, whether it
be through organic or inorganic opportunities. Depending on various factors
including internal resources and external competition, corporate strategy teams
can continue the development of an organization through business model
transformation, product development, portfolio strategy, acquisitions and invest-
ments. Finding a balance in buy vs build options does not have a one-size-fits-all
approach; however, medical device manufacturers must strengthen organic and
inorganic expansion to ensure profitability and continued success.
• Best practices for internal & external growth
• Devoting resources to buy vs build opportunities
• Aligning company goals with organic/inorganic growth
• Metrics to measure success in ongoing expansion
David Ribble, HILL-ROM
Biren Mehta, JOHNSON & JOHNSON
Chris Lyons, MEDTRONIC
Eric Shelton, PHILLIPS-MEDISIZE
John White, WRIGHT MEDICAL TECHNOLOGY
Scott Meyer, CARL ZEISS MEDITEC
9:45 COFFEE & NETWORKING BREAK
LIVE POLLING QUESTION:
What Factor Most Determines Whether A New Target Will Succeed?
10:15 EFFECTIVE METHODS FOR IDENTIFYING POTENTIAL TARGETS
IN BUSINESS DEVELOPMENT
As medical device companies strive for continued growth and profitability,
business development executives are tasked with finding potential targets to
foster positive change within an organization through increased revenue and an
expanded product portfolio. Technological advancements in the industry have
resulted in an influx of potential companies or products to license, acquire,
merge or partner with, creating a more competitive and complex landscape for
business development. The following two 30-minute case studies will highlight
methodologies utilized to identify target companies in the United States and
in emerging markets. Additionally, a 30-minute facilitated group discussion will
offer attendees an opportunity to share best practices and recent experiences
in discovering innovative and promising medical device businesses that can
directly impact the bottom line and progress the financial success of a company.
CASE STUDY: FINDING NEW BUSINESS DEVELOPMENT OPPORTUNITIES
LOCALLY
• Developing an internal team for proactive & thorough research
• Identifying products or corporations with complimentary products
• Aligning targets with existing sales or research structures
• Finding new targets through various channels
○○ Investor meetings & shows
○○ New clinical developments
○○ Recent health trends
• Relationship-building as the cornerstone of target identification
Scott Meyer, Director, Strategic Business Development
CARL ZEISS MEDITEC
10:45 CASE STUDY: IDENTIFYING TARGETS WITHIN EMERGING
MARKETS
• Evaluating complementary business opportunities internationally
• Analyzing the economic, political & healthcare environment
• Forecasting future revenue opportunities in emerging markets
Gabriela I. Coman, Partner, RUBIN & RUDMAN, LLP.
11:15 FACILITATED GROUP DISCUSSION: BEST PRACTICES FOR
DISCOVERING BUSINESS DEVELOPMENT TARGETS
• Finding good, stable prospects vs. start-up organizations
• Leading segments of the industry for business development
• Strategies for aligning internal teams for industry research
Eric Shelton, Director, Business Development, PHILLIPS-MEDISIZE
11:45 ASSESSING RISK & VIABILITY OF IDENTIFIED TARGETS WITHIN
BUSINESS DEVELOPMENT
The ability to identify potential business development targets within the medical
device landscape allows organizations to remain at the forefront of innovation
and progress in the industry while also extending opportunities for revenue
growth and stability. Ensuring that a target fits within an organization’s strategic
vision provides minimal risk and optimal financial return is paramount to the
success of the organization. Through the examination of a target’s financial and
economic story, the overall quality and regulatory status along with the cultural
dynamics and fit, business development executives can recognize prospective
risks present pre-deal.
• Uncovering potential risks within a target company & its technology
• Finding a balance between financial risk & acquired innovations
• Potential pitfalls to avoid when evaluating a potential target
Benjamin Gomes-Casseres, Professor, Author, BRANDEIS UNIVERSITY
12:30 LUNCHEON FOR ALL SPEAKERS, ATTENDEES & SPONSORS
ICEBREAKER QUESTIONS DURING LUNCHEON:
• How long have you been in the industry? Where did you start and how long
have you been in your current position?
• What business books have you read recently that you’ve found valuable?
LIVE POLLING QUESTION:
What Deal Structure Does Your Organization Most Execute?
DAY ONE CONTINUED...

3. 500 N. DEARBORN STREET, SUITE 500 CHICAGO, IL 60654 (P) 312.822.8100 (F) 312.602.3834 www.q1productions.com
MEDICAL DEVICE BUSINESS DEVELOPMENT:
MERGERS, ACQUISITIONS & CORPORATE STRATEGY
DAY ONE | MONDAY, JANUARY 30 | CONTINUED
4:05 FACILITATED GROUP DISCUSSION: WORKING MORE EFFICIENTLY
WITH HOSPITALS IN THE FACE OF CONSOLIDATION
Some larger hospitals and hospital groups are changing purchasing practices
in the face of tightening budgets, changes in reimbursement and funds being
diverted to meet certain requirements associated with meaningful use. Medical
equipment manufacturers and sales representatives are witnessing a change
in methods of approach to closing deals as well as a lengthening of the buying
cycle. This facilitated group discussion will examine the benefits and risks of
bundling products, various business units working together and alternative
acquisition to capital equipment.
• Motivating collaboration within sales organizations
• Overcoming the money issue
• Alternative acquisitions: capital purchases vs. financing
• Identifying the customer
• Determining if the decision maker has changed
Roland Bouvier, Director, Business Development
BECTON DICKINSON
4:50 PANEL DISCUSSION: OVERCOMING POTENTIAL ROADBLOCKS IN
M&A NEGOTIATION
As business development executives enter into negotiations with potential
targets, incorporating legal expertise is crucial to the development of a mutu-
ally-beneficial agreement. Throughout the negotiation process, medical device
companies should focus on a number of pre-deal factors, including commercial,
economic, legal and other considerations for a deal structure. This interactive
panel discussion will delve into best practices for M&A negotiation, with recent
experiences highlighting common pitfalls to avoid in generating a comprehensive,
compliant and advantageous contract.
• Balancing legal & business development expertise
• Negotiating deal structures & contract terms
• Timeline for negotiating various components
• Setting up a general framework for a deal
• From initial terms sheet to completed contract
John White, Vice President, Business Development
WRIGHT MEDICAL TECHNOLOGY
Indraneel Kanaglekar, Vice President, Business Development, PMO,
ZIMMER BIOMET
Stephen Floe, Director, Corporate Strategy
ATIVA MEDICAL
Steven Plymale, CEO
PROFOUND MEDICAL
5:35 END OF DAY ONE CONFERENCE ACTIVITIES
1:30 CASE STUDIES: EXAMINING CREATIVE DEAL STRUCTURES IN
MEDICAL DEVICE BUSINESS DEVELOPMENT
Identifying the perfect deal structure to pursue in a business development
opportunity is crucial to a successful venture and profitable growth for medical
device companies. From initial conversations to contingencies put in place,
the process of outlining a deal structure that satisfies the expectations of both
organizations can be difficult, as competing interests can cloud negotiations.
A series of 20-minute case studies illustrating successfully completed deal
structures will walk attendees through the process of developing a creative deal
structure that benefits both companies.
• DIVESTITURES
Jeremy Toner, Director of Corporate Development, MIDMARK CORPORATION
• ACQUISITIONS
Scott Andrew Sher, Partner, WILSON SONSINI GOODRICH & ROSATI
• EQUITY INVESTMENTS
Stephen Floe, Director, Corporate Strategy, ATIVA MEDICAL
• DISTRIBUTION AGREEMENTS
John Lauria, Director of Business Development & Strategy, STRYKER
LIVE POLLING QUESTION:
How Often Does Your Organization Focus On Partnering With Technology
3:20 CASE STUDY: PARTNERING WITH TECHNOLOGY COMPANIES TO
ADVANCE MEDICAL DEVICE INNOVATION
With technological advancements on the rise, medical device organizations are
partnering with technology companies more and more to harness new business
development opportunities and advance product innovation. Partnerships
have proven to be successful with the potential to improve patient outcomes
in a transformative way along with creating a more diverse portfolio of product
offerings. This case study will walk attendees through a recent example of a
medical device partnership with a pioneering technology company, from the initial
conversations, negotiation and deal structure to the current results achieved
from a financial and health outcomes standpoint.
• Determining areas of long-term & short-term focus
• Identifying potential opportunities in technology
• Effective methods of partnership with potential targets
• Metrics utilized to assess the success of collaborations
Nicholas Pachuda Global VP, External Innovation & Enabling Technologies
JOHNSON & JOHNSON
2:50 COFFEE & NETWORKING BREAK
Executives that will find this program of greatest relevance are those currently
working within the landscape of medical device corporate strategy, business
development, and M&A. Understanding new ways to secure companies and
partnerships, and discussing key concerns and challenges amongst other BD
executives will benefit attendees and expand their professional skill sets. Job
titles most applicable for this program include, Managers, Directors & VPs of:
• Business Development
• Mergers & Acquisitions
• Licensing
• Global Business Development
• Corporate Development
• Corporate Strategy
• Business Strategy
At this time, there are a variety of sponsorship and exhibition opportunities
available for companies wishing to increase their visibility and participation
in the program, ranging from keynote speaking opportunities through to
exhibitor and documentation sponsors. Organizations most suitable for this
type of exposure provide services and solutions including:
• Due Diligence Consultants
• Valuations Experts
• Emerging Growth Consultants
• M&A Advisory Services
• Business Strategy Consultants
• Life Science Banking Consultants
WHO SHOULD ATTEND: SPONSORSHIP OPPORTUNITIES:

4. 500 N. DEARBORN STREET, SUITE 500 CHICAGO, IL 60654 (P) 312.822.8100 (F) 312.602.3834 www.q1productions.com
MEDICAL DEVICE BUSINESS DEVELOPMENT:
MERGERS, ACQUISITIONS & CORPORATE STRATEGY
DAY TWO | TUESDAY, JANUARY 31
7:30 REGISTRATION & MORNING COFFEE
7:50 CHAIRPERSON’S OPENING REMARKS
LIVE POLLING QUESTION:
Which Internal Group Within Your Organization Gives You The Most
Pushback When Examining New Business Development Opportunities?
8:00 ESTABLISHING A MULTI-DISCIPLINARY APPROACH TO BUSINESS
DEVELOPMENT
An area of concern in business development lies in the ability to ensure that
divisions of the medical device organization work synergistically towards the
same opportunities in order to promote organizational growth and collaboration.
Bringing in in-house regulatory, clinical, sales, and pricing teams to evaluate
potential opportunities as soon as possible ensures all stakeholders have ade-
quate information allowing the expedition of business development transactions.
Identifying effective methods for obtaining cross-company buy-in for potential
opportunities will allow for more efficient and effective organizational expansion.
• Determining when to bring in key stakeholders
• Methods for working across various company sectors
• Connecting BD teams to other organizational teams
Chris Lyons, Director, Global Business Development, Spine & Biologics
MEDTRONIC
8:45 REIMBURSEMENT’S IMPACT ON DEVICE BUSINESS DEVELOPMENT
As healthcare delivery and payment models continue to evolve towards a greater
focus on cost-efficiency, medical device manufacturers have turned towards
reimbursement and market access as a critical business challenge, which
in many cases is even more difficult than obtaining regulatory clearance. For
business development executives, understanding the current reimbursement
landscape, perspectives of various stakeholders in the equation, and how to
evaluate potential reimbursement value of new product line acquisitions is
essential to building the overall value proposition. From new technologies not
yet on the market to long-established products with historical reimbursement
data, analysis will provide a guide for business development executives focused
on more accurately determining future returns.
Tom Campanella, Associate Professor, Health Economics
BALDWIN WALLACE UNIVERSITY
9:30 COFFEE & NETWORKING BREAK
LIVE POLLING QUESTION:
Do You Think That 2017 Will Offer M&A Activity On As Large A Scale As
2015? Will It Also Be A Year Of Mega-Mergers?
10:00 PANEL DISCUSSION: EVALUATING THE CURRENT M&A
LANDSCAPE & ITS IMPACT ON DEVICE INDUSTRY COMPETITION
As interest rates around the world continue to hover near zero, corporations have
an increased level of access to capital and are being encouraged by government
action to grow businesses through cheap funding vehicles. This continued
financial environment has fueled merger & acquisition activity across many in-
dustries, and the medical device industry has benefited from numerous strategic
partnerships and acquisitions, providing growth opportunities across the sector.
With M&A continuing to shake up the medical device industry, this interactive
panel discussion led by senior-level executives from the largest medical device
companies will kick off the program by assessing recent business development
transactions and current opportunities for growth in various segments of the
industry, while forecasting the potential impact on the competitive landscape.
Steven Plymale, PROFOUND MEDICAL
Jeremy Toner, MIDMARK CORPORATION
Benjamin Gomes-Casseres, BRANDEIS UNIVERSITY
Barbara A. Jones, GREENBERG TRAURIG
11:30 CASE STUDY: TRANSACTIONAL INSIGHT INTO EMERGING
MARKET ACQUISITIONS
As medical device firms continue to search for sustainable corporate growth,
many look towards opportunistic emerging markets to identify product or cor-
porate acquisition targets, which are often viewed as value purchases. While
acquiring organizations within emerging markets provides many benefits to
acquirers, identifying potential difficulties present will offer executives the knowl-
edge necessary to make an informed decision. Medical device companies can
investigate opportunities for developing partnership agreements in emerging
markets as these business development transactions can also be profitable.
• Identifying optimal deal structures for emerging markets
• Effective due diligence surrounding tax incentives
• Overcoming challenges in anti-trust & anti-competition clauses
Barbara A. Jones, Shareholder, GREENBERG TRAURIG
12:15 LUNCHEON FOR ALL SPEAKERS, ATTENDEES & SPONSORS
ICEBREAKER QUESTIONS DURING LUNCHEON:
• What are some of the biggest challenges you’ve experienced this year?
• What are some ways that you have overcome them?
1:15 CASE STUDY: ESTABLISHING A CORPORATE BLUEPRINT FOR
EFFECTIVE DUE DILIGENCE
Effective due diligence results in an accurate portrayal of a target organization,
one in which potential regulatory and financial pitfalls are brought to light well
before deal completion. Mid-sized and larger medical device companies, having
often undergone many deals, have a more established vision on the process and
tried and true strategies. An examination of the methodologies one medtech
organization has developed to ensure due diligence pre-deal will offer a blueprint
for avoiding any surprises in the late stages of a business development deal.
• Developing a due diligence checklist
• Implementing an experienced, efficient team
• Evaluating findings before the closing of a deal
• Major hurdles to overcome within due diligence
Robert Raynor, PhD, Director, Corporate Business Development
BECKMAN COULTER
10:45 FORECASTING DEMAND FOR PRE-COMMERCIAL DEVICES
As corporations explore opportunities to expand portfolios through strategic
acquisition, many look to pre-commercial devices that could become the future
of healthcare. Unfortunately, opportunities to take market share or build new
franchises based on breakthrough technologies seldom come with a long, predict-
able sales history. More often, opportunities are found in emerging technologies
that are still in the lab, ground-breaking clinical research looking to be enabled,
or novel solutions pursued by a visionary start-up. And all too often, potential
opportunities come with aggressive valuation expectations based on revenue
projections that look like a hockey stick. Understanding which technologies will
rapidly penetrate the market can be challenging, especially in a rapidly evolving
healthcare environment. This session will explore an analytical framework for
projecting the adoption of new technologies, including:
• Technology adoption rates as a function of customer segmentation
• Focusing on the key drivers of technology adoption
• Creating a comparative framework for technology adoption projections
David Ribble, Director of Innovation, HILL-ROM
2:00 EMBARKING ON M&A DEALS WITH INTEGRATION IN MIND:
ENSURING A SUCCESSFUL TRANSITION
While oftentimes business development executives are not intimately involved
in the integration process, it is still critical to the success of a merger or acquisi-
tion to consider the nuances of integration from the start of negotiating a deal.
M&A teams should proactively identify operational areas and strategic factors
that could ultimately impact the streamlined transition post-deal, from cultural
considerations to infrastructure elements. Navigating these considerations from
the early stages of a business development transaction will ensure an ongoing
stability throughout the integration of two organizations.
• Proactively setting expectations for integration
• Defining integration success during negotiation
• Operational, talent & infrastructure considerations
• Stability: ensuring the long-term value of a deal
Korye Jones, Senior Director, Enterprise Programs Integration, ACELITY
2:45 COFFEE & NETWORKING BREAK
3:15 CASE STUDY: METHODS FOR AN EFFECTIVE INTEGRATION
POST-DEAL
In addition to the negotiation process and the final deal structure, the integration
process plays a crucial role in the long-term profitability and value of a merger
or acquisition, prompting business development teams to ensure a seamless
transition. While the business development executive is primarily responsible
for identifying targets and structuring deals, examining the process and series
of events after deal close allows executives to see a more complete picture
and move forward with the utmost knowledge. This case study example will
offer attendees an inside look at a company’s journey through the integration
of medical device corporations, from infrastructure to people and processes.
• Business development’s role in post-merger or acquisition integration
• Considering integration during negotiation & deal structure
• Proactively identifying & addressing cultural nuances
• A seamless transition: reviewing common integration pitfalls
CASE STUDY
Tim Hause, MEDTRONIC
PANEL DISCUSSION: INTEGRATION DURING & POST-M&A DEAL
Marc Gelnett, COOPER SURGICAL
Tricia Edgell, STRYKER
John Lauria, STRYKER
Korye Jones, ACELITY
Tim Hause, MEDTRONIC
4:45 CLOSING REMARKS & CONFERENCE CONCLUSION

5. 500 N. DEARBORN STREET, SUITE 500 CHICAGO, IL 60654 (P) 312.822.8100 (F) 312.602.3834 www.q1productions.com
MEDICAL DEVICE BUSINESS DEVELOPMENT:
MERGERS, ACQUISITIONS & CORPORATE STRATEGY
DAY TWO | TUESDAY, JANUARY 31 | CONTINUED
Marc Gelnett
Director of Operations
COOPER SURGICAL, INC
Marc has over 15 years of experience in integrations within the medical device
field. His experience spans both sides of the integration process, both as the
acquisition target and with the acquiring company. Marc spent 5 years at a med
device startup that from inception positioned itself for acquisition. While there
he developed product features and business processes all aimed at increasing
the value of the company for eventual acquisition.
In 2005, Marc moved on to a larger med device company in a business devel-
opment role. The company was acquired by Cooper Surgical in 2007. Marc was
placed in charge of the acquired company and tasked with transitioning it to a
manufacturing center. Since that time, he has led numerous integrations and
assumed leadership for acquired factories around the world. Cooper Surgical’s
acquisition-focused strategy has afforded Marc a global perspective on the
human element of the integration equation.
Marc holds a MBA from the University of Texas and a Bachelor of Science from
Texas A&M University.
Director, Business Development, ABBOTT LABORATORIES
VP, Business Development, AMEDICA CORPORATION
Corporate Development Manager, ALLOSOURCE
VP, Corporate Strategy & Development, ANALOGIC
Manager, Corporate Strategy & Development, ANALOGIC
VP, Corporate Development, BECTON DICKINSON
Business Development VP, BECTON DICKINSON
VP, Business Development, BIOMET
Director, New Business Development, BOSTON SCIENTIFIC
VP Business Development, BRAEBON
Director, Strategic BD, CARL ZEISS MEDITEC
Director, Business Development, COOK MEDICAL
Director, Corporate Accounts, COOPER SURGICAL
Director of Business Development & Licensing, COVIDIEN
Director of Business Development, CR BARD
Manager, Business Development, GE HEALTHCARE
Managing Dir., Business Development, GE HEALTHCARE
Director, Corporate Development & Strategy, HILL-ROM
Manager, Corporate Development & Strategy, HILL-ROM
Sr. Corporate Council M&A, HILL-ROM
Business Development Manager, HOLLISTER
Sr. Dir., Business Development, JOHNSON & JOHNSON
Vice President, Advanced Development, K2M
Partner, KING & SPALDING
VP Global Finance, LDR HOLDING
President, MEDAXIOM VENTURES
Director, Business Development & Licensing, MEDTRONIC
Director of Global Business Development, MEDTRONIC
Director, Corporate Development & Strategy, NUVASIVE
Senior Business Unit Director, NYPRO HEALTHCARE
Senior Business Development/M&A, NYPRO HEALTHCARE
Director, Business Development, ORTHOFIX
Senior Director, Corporate Development, ORTHOFIX
Head of Strategy & Business Development, PHILIPS
VP of BD & Strategy, PHYSIO-CONTROL, INC
SVP, Strategy & Ventures, RESMED CORP
Director, Strategy Americas, RESMED CORP
Sr. Manager, Strategy & Ventures, RESMED CORP
Sr. Director, Strategy & Ventures, RESMED CORP
SVP, Advanced Wound Management, SMITH & NEPHEW
VP Clinical, Quality & Regulatory Affairs, SONARMED
VP, Business Development & Strategy, SONARMED
Senior Director of Health Economics, ST. JUDE MEDICAL
Sr. Dir., Business Development & Strategy, STRYKER
VP Corporate Strategic Development, TELEFLEX
Director, Corporate Strategic Development, TELEFLEX
Dir., Global Sales & Business Development, TERUMO BCT
Business Development, Strategy & Finance, TERUMO BCT
VP, Mktg. & R&D, TERUMO CARDIOVASCULAR SYSTEMS
VP Corporate Strategy & Business Development, TORNIER
Director, Corporate Business Development, WELCH ALLYN
Vice President, BD, WRIGHT MEDICAL TECHNOLOGY
EVP, Corporate Development, Z-MEDICA CORPORATION
Director, Business Development, ZOLL MEDICAL
PREVIOUS ATTENDEES INCLUDE:
Scott Meyer
Director, Strategic Business Development
CARL ZEISS MEDITEC
Scott Meyer is Director of Strategic Business Development at Carl Zeiss Meditec,
Inc. in Dublin, California. He received his PhD at Stanford University and con-
tinued research on tunable VUV sources as a post-doc at SRI in Menlo Park,
CA, before joining TECH Semiconductor in Singapore as a Process Engineer.
He joined Zeiss Humphrey Systems in 1998 in Systems Engineering, and led
Advanced Development during development of Zeiss first SD-OCT imaging
system prior to his current role.
KEY SPEAKER HIGHLIGHT:
Thomas S. Campanella, J.D., M.A.
Professor of Health Economics, Baldwin
Wallace University
OF-COUNSEL FOR BAKER HOSTETLER, LLP
Tom is a professor of health economics for Baldwin
Wallace University in Cleveland, Ohio. He teaches,
writes and speaks on health policy issues at the re-
gional and national level. He is also of-counsel for
the law firm of Baker Hostetler, LLP, specializing in
healthcare law.
Previously, he served as the Associate Dean of Ohio University Osteopathic
Medical School and Chief Operating Officer of their five clinical sites in Southeast,
Ohio. Tom was also the Vice-President of Health Care Finance and Care
Management for Blue Cross & Blue Shield of Ohio/Medical Mutual from 1985
to 1997.
Tom has his BA/MA in Economics from Ohio University and his law degree
from Cleveland State University. He is also a CPA (inactive) and is licensed
by the State of Ohio as an Agent to engage in the business of Health and Life
Insurance (inactive).