Pam Gornall has over 30 years of experience in finance leadership roles within diagnostic and medical device companies. She is currently the Vice President and CFO of Cleveland HeartLab, a clinical reference laboratory specializing in cardiovascular biomarkers. Prior to this, she held various finance roles of increasing responsibility at companies including Thermo Fisher Scientific, Magellan Biosciences, and TREK Diagnostic Systems. She has a proven track record of developing strategies to improve operations and financial performance, as well as leading M&A transactions.

1. PAM GORNALL
PROFESSIONAL EXPERIENCE
A Senior Executive with a record for creating business value by developing a culture that thriveson
change, focuses on people and operational processes, and requires accountability to deliverstrong
financial results; diverse leadership experiencesin the global medical device and diagnostic testing
markets with a personal dedication to excellence.
Cleveland HeartLab Inc
Clinical reference laboratory, specializing in unique cardiovascular markers with focus on
innovation, education and wellness. Sales <$50M, Employees 120.
Vice President & CFO Jan 2011 – Present
 Responsible establishing Finance, Medical Billing, Customer Service and Logistics for this 2
year old company.
 Participate with CEO and Board of Directors on various growth initiatives, including M&A,
new products and programs.
Thermo Fisher Scientific, Specialty Diagnostic Group, Microbiology Division
Microbiology Division headquarters near London, U.K.; Sales $500M, in 24 countries, 1,900
employees. Report to President of Microbiology Division and member of division leadership
team.
Program Director July 2011 to Jan 2011
 Responsibilities are: integration of TREK Diagnostic Systems including rationalization of
sites/employees; develop and implement productivity management strategies for division.
Magellan Biosciences, Inc. (parent of TREK Diagnostic Systems)
Microbiology, Immunoassay and Blood Lead Test; Sales $65M, 5 sites, 280 employees
Reported to President/CEO with monthly updates and meeting with the Board of Directors and
investors.
Vice President & CFO 2010 – July 2011
Lead key areas of One Magellan consolidation of the three operating companies with new
leadership team, including reduction in force, new strategic plans, management incentives and HR
processes. Annual2009 and 2010 Unqualified Audit Reports, Grant Thornton Auditors; compliance
with new FASB FIN 48 uncertain tax positions and fair value measurements.
 Centralized Finance (including ERP and Banking) with staff in Cleveland (annual $800K
expense reduction). Retired TREK Loan.
 Completed sell ofTREK Diagnostic Systems businessto Thermo Fisher Scientific.

2. TREK Diagnostic Systems
Microbiology Systems & Consumables for Labs; Sales $35M, 3 sites, 160 employees.
 Reporting to President/CEO Participated in all meetings of the Board of Directors including
executive sessions.
 Record for unqualified audit reports (E&Y 1999 - 2003, Grant Thornton 2004 – 2009); annual
valuations for FASB ASC 350 goodwill impairment and 409A stock options.
Vice President & CFO 2008-2009
 Established Customer TREXcellence Program as part of central leadership of Tech Support,
Customer Service & Field Service Departments.
 Lead initiative to develop and implement cost reductions to address changing business climate in
2009 by engaging the management team and leading initiative.
 Provided support during change in CEO leadership from TREK’s founder to a new President and
providing regular updates to the Magellan Board of Directors.
CFO & Vice President ofOperations 2004 - 2008
 Direct relocation ofU.K. Mfg Operation to new site by Q3 2009.
 Increased scope of responsibility for U.K. Mfg. Operations and Wisconsin Mfg. Operations.
 Sold company with support of investment banker and equity partner to Magellan Biosciences,
after marketing to private equity and strategic buyers. Administration of company liquidation
and cash disbursement to shareholders.
 Raised capital to retire maturing credit agreement.
 Implemented CRM (Customer Relationship Management) Systems, which is fully integrated
into company ERP System (Fourth Shift).
 Discontinued Israeli based business, shutdown subsidiary, terminated workforce and completed
FASB reporting for a discontinued operation.
CFO 1999-2003
 Raised capital to complete VersaTREK - new product development.
 Relocated to newcorporate office that was built to TREK’s design.
 Provided leadership for global newproduct development and market launch – VersaTREK
fully automated blood culture system; established outsource partner relationship for
manufacture of unit – Plexus
 Raised capital and acquired an Israeli based newtechnology,which automates urine bacterial
screening for large clinical laboratories; establish an Israeli subsidiary/operation.
 Assumed responsibility for Field Service Organization
 Established newcompany with Founder/CEO: recruit staff, contract support services
(payroll, audit, tax, insurance, employee benefits), corporate approval policy, employee
handbook, 401K Plan, lease new offices, I.T. network, commission plans, corporate bonus plans,
employee stock ownership plan, relocate warehouse from Ohio to Wisconsin. Sold and leased
back mfg facility in Wisconsin.
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3. Picker International (now part of Philips Medical)
Radiology Imaging Systems & Consumables; Sales $1.2 billion
Director ofOperations Global Sales & Service 1996 - 1999
Responsible for global sales support, order/contract management and distribution centers throughout U.S.,
South America and Europe; scope included 103 employees and $10.5M annual expenses.
 Established operations functions as Picker created direct country sales and service offices in Europe,
South American and Asia.
 Negotiated and implemented supplier partnerships with global transportation companies.
 Supported due diligence for Israeli acquisition with reviews of Mexico and South America
Operations.
Marketing Manager – Health Care Products Division 1995-1996
Responsible for creating and implementing internal sales programs and relationships, as a non-exclusive
distributor for imaging film and contrast product lines. Annual Sales $245M with 16% growth over prior
year and budget.
 Key member of team that successfully developed, negotiated and implemented a strategy to
restructure the imaging film distributor network, which resulted in the division’s expansion through
utilization of resellers, strategic alliances and acquisition of competitive dealers.
Sales Manager–Great Lakes District,Health Care Products Divsion (HCP) 1991 – 1995
Responsible for Great Lakes Sales District (OH, MI, WV, W-PA) with eight sales representatives and
matrix responsibility for 25 service engineers. Achieved financial performance that exceeded division’s
average,with four-year sales growth of 90% ($25M to $47M) with the lowest district sales expense to
sales ratio.
Controller – Health Care Products Division 1986 – 1991
Accounting Manager & Financial Analyst 1981 - 1985
EDUCATION
BA in Business Administration, Major of Accounting from the University of Tennessee in Knoxville,
with honors.
Additional courses from Middle Tennessee University Graduate Program, University of Michigan
Executive Management Program, Acclivus Sales Negotiations, Keane Productivity Management, QDL
Training and various systems and accounting programs.
1999-2001 TEC Key Member
2007 Nominated for Northeast Ohio CFO of the Year