Daniel A. White2004 Runnymeade Court, Minnetonka, MN 55305

952-457-8660 Celldanielawhite1124@gmail.com

Professional Experience

Mar-12 to Nov-16 Stellen Medical, LLCVice President, Sales and Marketing

Stellen Medical is the successor to Brennen Medical and is focused on introducing a biological matrix (porcine dermis) into orthopaedics and podiatry. The device is used to reinforce soft tissues, specifically tendons of the foot, ankle and shoulder. Selling occurs in the OR, surgeon offices and outpatient centers. The company is also reinitiating sales of a limited number of burn care products.

Re-started every former account for burn creams when product was given back to Stellen Medical by Mölnlycke Healthcare.

Achieved a principal objective in partnering with a large medical devices firm to distribute a new tissue matrix in orthopaedics and podiatry.

Recruited two clinical investigators to collect data and report on their clinical experience from their foot / ankle and shoulder patient series.

Nov-04 to Mar-12 Brennen Medical, LLCVice President, Sales and Marketing

Brennen Medical sold a complete line of surgeon discretion medical devices that treated burn patients from the moment the patient arrived in the OR, was transferred to the burn ICU and then moved into the step-down unit. Selling occurred in the OR and burn intensive care unit and often required inservicing surgeons and nursing staff. Concurrently in 2006 the company introduced and sold XenMatrix, an implantable biological matrix for repair of ventral (abdominal) hernias to general and plastic surgeons until CR Bard’s Davol division bought the product in 2009. Responsible for developing annual sales and marketing plans and presenting quarterly progress updates to owner (chairman) and CEO. Hired, trained and led six direct sales representatives, two marketing personnel and two customer service representatives.

Positioned Brennen Medical as the professional market leader through sales force development and routine presence in the field, connecting the company to key opinion leaders, surgeon customers and hospital staff resulting in Mölnlycke Health Care purchasing the burn care product line in 2012 for $34.5M.

Established the biological matrix in highly competitive market, selling against competitors with much greater resources (LifeCell, CR Bard) resulting in $17M sale of the technology to Davol/CR Bard.

Doubled sales volume during my tenure. Reversed downward sales trend of a very mature product (porcine xenograft) and restored it to use in a

majority of the burn units in the US. Recruited Bohdan Pomahac, M.D., (face transplant pioneer at Brigham & Women’s, Harvard) as early user of

XenMatrix and data collector.

Nov-94 to Nov-04 Carbon Medical Technologies, Inc.Vice President, Sales and Marketing Jun-97 to Nov-04

The company was formed to address the need for a permanent injectable bulking agent to treat stress urinary incontinence. After bringing the device through product development, a double blinded, randomized clinical trial treating 380 patients, gaining IDE/PMA approval and raising over $14M in three rounds of funding the product was launched to the urology and urogynecology market. The call points were outpatient surgery centers, surgeon offices and operating rooms.

Achieved $6M sales in the first full year of sales. Hired sales and marketing management and supported them through hiring and building their organizations. Conducted training for sales organization that consisted of twenty direct sales people and fourteen

independent representatives as well as identifying and training European distributors. Significant OUS travel to identify, train and work with distributors.

General Manager Nov-94 to Jun-97

As the second employee of the company, starting with only a product idea, worked with a small entrepreneurial team of owners and officers to develop a new medical device company.

Wrote the business plan and was lead presenter in fundraising; raised over $14M to fund clinical trials and build-out sales and marketing organization.

Wrote the IDE/PMA clinical trial protocol (except the bio-statistical analysis) for the company’s injectable bulking agent. FDA published draft guidance modeled on my protocol.

Managed investigators and clinical sites (including OUS site) in course of IDE/PMA clinical study that treated three hundred eighty patients.

Mar-92 to Aug-94 Uroplasty, Inc.Vice President, Sales and Marketing

The company focus was on an injectable bulking agent to treat stress urinary incontinence and vesicoureteral reflux (backflow of urine to the kidney from the bladder). The product did not have urologists and pediatric urologists and selling occurred in hospitals and surgeon offices. The product was sold by direct sales people in the major European countries and by a network of distributors I established in smaller markets, primarily in Europe but also in South Africa and Asia.

Built a worldwide distributor organization from scratch producing one third of company sales. Traveled fifty percent of year overseas.

Jan-91 to Mar-92 Bioplasty, Inc.Director, Sales and Marketing

Bioplasty developed an alternative to silicone gel filling for breast implants at a time when the FDA and the public appeared receptive to such an alternative. The primary implanters of these devices were plastic and cosmetic surgeons who almost always implanted them in outpatient surgery centers attached to their own practices. Within less than a year of launching the product the FDA imposed a moratorium on all breast implant sales.

Built a direct US sales force of 17 sales representatives and 1 regional manager and trained them to sell a novel breast implant technology.

Aug-81 to Dec- 90 American Medical Systems, Inc., (Pfizer, Inc.)

The company developed the first inflatable penile prosthesis and artificial urinary sphincter. The decision makers were urologists who treated impotence and incontinence. Sales early in the company’s history were concept sales since almost no surgeons were treating either impotence or incontinence. The company was an innovator in practice building with its surgeons, working with them to expand their revenues through promoting treatment of those conditions with local hospitals and media. The sales force supported premium pricing through value added teaching and technical support.

Director of Domestic Sales Nov-87 to Dec-90

Wrote annual sales plans and achieved $45M in sales through management of a US sales organization of 8 Regional Managers, 60 Sales Representatives, 8 Clinical Consultants, a Sales Administrator and 3 Secretarial Support people. Managed in fast growth, establishing sales quotas, compensation plans, sales promotions, territory alignments, sales forecasting and all expense budgets.

Achieved over quota results each year in position. Held four positions in nine years due to frequent promotions, more than any other member of the company.

Regional Sales Manager Jan-84 to Nov-87

Responsible for managing 8 direct sales representatives and a Clinical Consultant in a 12 state region in the Midwest U.S. Managed key accounts in partnership with local sales representatives including the Mayo Clinic, Northwestern University, Michael Reese, Indiana University Medical Center, the Cleveland Clinic and William Beaumont.

Achieved over quota sales each year. Earned Region Manager of the Year - 1985

Sales Development Manager Feb-82 to Jan-84

Responsible for developing the company’s first sales and technical training programs.

Launched the artificial urinary sphincter including conducting test market, developing inservicing and other technical support materials and training the sales force.

Executed industry’s first surgeon practice building programs promoting the individual practices of surgeons treating erectile dysfunction and urinary incontinence.

Initiated the Clinical Consultant position for the company, providing clinically trained technical resource people to surgeons, nursing staff and sales people.

Sales Representative Aug-81 to Feb-82

Responsible for selling inflatable penile prostheses to urologists in a 12 state territory. Primary decision makers were urologists with involvement of operating room supervisors. Responsible for providing high level of technical knowledge to surgeons and operating room personnel during implant procedure.

Jul-78 to Aug-81 CR Bard UrologicalSales Representative / Regional Sales Trainer

The Urological division of CR Bard manufactured and sold Foley catheters for general surgery and specialty urological procedures. The products included Foley catheters, the accompanying procedure trays and a large catalog of specialty urology instruments. Call points were urology offices, infection control, nursing supervision and purchasing.

Regional Sales Person of the Year 1980, achieving second biggest yearly territory sales increase in company history at that time.

Converted the Allina group purchasing organization. Promoted to Regional Sales Trainer due to sales success, attended train the trainer school in company

headquarters and trained two new sales representatives.

Jan-77 to Jul-78 Codman & Shurtleff, Inc. (Johnson & Johnson)Sales Representative

This was the hand-held surgical instrument division of J&J. The company had strong specialty businesses in neurosurgery and cardiovascular surgery but was largely focused on general surgery due to its greater business volume. The primary call point was the operating room supervisor and specialty head nurses, together with neurosurgeons and cardiovascular and general surgeons. Purchasing was also an important call.

Winner of Regional Vari-Angle neurovascular aneurysm occlusion clip contest.

Sep-74 to Jan-77 Durkee Famous Foods ( SCM Corporation) Sales Representative

Durkee Famous Foods food service division manufactured and marketed fats and oils for deep frying, griddle frying, pastry production and also offered a full line of spices aimed at the restaurant and institutional market. The products were sold through food service and bakery distributorships. The role of the salesperson was to work with and motivate the distributor and their sales reps to sell Durkee branded products and to stimulate demand for those products by selling to the end users. In addition to distributors the main call points were chefs, cooks and bakers.

Promoted from Sales Representative to Territory Manager faster than any other Sales Representative in company.

Earned responsibility for managing American Fruit & Produce, largest independent food service distributor in the US.

Education B. S. Business Administration, Mankato State University, June 1974

Professional Development / Memberships

Member Medical Alley Association Member of the American Burn Association