John R. Tushar 1000 Blykeford Lane Wake Forest, North Carolina 27587 Home: 919-569-0243 jt11b6242@westpost.

net Cell: 919-802-4374 My passion is discerning and pursuing business opportunities that are in alignme nt with the companys distinctives, thereby reinforcing the attributes that make it exceptional. My strengths are the application of my talents, skills and abili ties to motivate, encourage and develop people while helping to build a corporat e culture that prioritizes the customer, increases market share, and improves fi nancial performance. Professional Experience TransEnterix Inc., Research Triangle Park, North Carolina September 2008 Prese nt Growth-stage medical device company that developed the SPIDER technology for use in minimally invasive single-port surgery Vice President, Business Development (November 2009 Present) Led others in the growth-stage development and execution of plans related to adv ancing the SPIDER surgical technology platform from the product development stag e to commercial launch, including animal testing to First-in-Human procedures, F DA approval, manufacturing, sales and marketing. Significant Accomplishments: Developed submissions related to SPIDER that led to two 2009 Innovation of the Year awards: the North Carolina Technology Association and the Society of Laparo endoscopic Surgeons. This recognition enhanced surgeons confidence in TransEnter ix and helped secure investor financing. Played a key role in the successful completion of a $55 million Series B financ ing round, one of the largest for a medical device in the past 10 years. Subseq uently, TransEnterix was awarded the 2009 Deal of the Year: Venture Capital Tran saction from Southeast Bio. Completed an advanced technology gap analysis on SPIDER and hand instruments, a nd led a process to map and assess hurdles for obtaining Freedom-to-Operate clea rance. Developed a plan outlining products and technology complementary to SPIDER whic h focused on the generation of additional revenue. Recommended the acquisition and/or development of technology related to flexible hand instruments. Vice President, Strategic Development (September 2008 November 2009) While optimizing limited resources helped direct TransEnterixs efforts on the de velopment of a single technology platform with multiple market opportunities. Th is process produced three tangible results: 1) a total of 14 iterations to the S PIDER platform in 12 months; 2) the successful launch of SPIDER and six associat ed hand instruments 10 months ahead of the initial plan; and 3) securing the fin ancing necessary to commercialize the SPIDER technology. Significant Accomplishments: Participated in more than 75 pre-clinical animal and cadaver labs, learned the clinical application gaps for SPIDER and developed performance criteria for SPID ER hand instruments.

Directed the initiative for First-in-Man SPIDER surgical procedures: worked clo sely with the Paraguayan Ministry of Health to determine the lead surgeon and ho st site for the first surgical procedures, co-wrote the procedure protocols and managed the process for transporting $250,000 of equipment from the U.S. through customs and to its final destination. The surgeries were completed flawlessly, increasing the credibility of SPIDER and formed the basis for TransEnterixs grow th.

Developed the initial product commercialization plan and launch priorities for SPIDER. Acquired and analyzed surgical procedure data from all U.S. hospitals, including procedure type, volume and demographics. Created a planning matrix for sales territories, developed job descriptions, and recommended the initial MSA locations for the hiring of a sales force. Directed several formal qualitative market research processes to assess the ini tial response to SPIDER and to gain a clear understanding of the performance spe cifications vis--vis the surgeons requirements. Determined the levels of price sensitivity and associated market rate adoption. Established the initial marketing function by developing the trademark and bran d strategies for TransEnterix and SPIDER. Recruited, hired and worked with the P ublic Relations/Marketing firm to evaluate and test brand concepts, create the i nitial marketing materials, design and construct the trade show booth, company w eb site and product video - effectively introducing SPIDER to the market. Negotiated agreements with each TransEnterix Scientific Advisory Board member. This provided the company with valuable clinical resources: access to world-reno wned private and academic surgical practitioners that consult and publish on adv ancements in new surgical technologies and techniques. RemedEase, Chapel Hill, North Carolina October 2007 August 2008 Early stage start-up developing a medical device to rapidly stop nose bleeds Interim Chief Executive Officer Assessed the technology concept, created a revised business plan, establish syst ems for product development, and pursued initial financing from private sources and potential strategic partners Significant Accomplishments: Produced a comprehensive business plandescribing the market, unmet needs, compe titors and product development timelines. Completed the initial operating budge t and revenue forecast. Met with individual and angel group investment interests to successfully positi on RemedEase and secure $375,000 in Series A seed financing. Johnson & Johnson, New Brunswick, New Jersey July 2001 September 2007 $70 billion premier worldwide diversified health care company, noted as having o ne of Americas top executive leadership and skills development programs J&J - Ethicon Inc./Closure Medical, Raleigh, North Carolina Acquired by J&J/Ethicon, Inc. in June 2005: an innovative developer of synthetic biosurgicals and devices to deliver topical sealants to surgical and incision w ound sites Group DirectorWorldwide Market Development (May 2006 September 2007) Assessed the Closure Medical acquisition to determine growth opportunities and a

pplied my global marketing experience to evaluate new markets. Revised the R&D p ipeline and strategic plan, reflecting the potential for synthetic biosurgicals and feasibility of applications in general and orthopedic surgery. Significant Accomplishments Analyzed the acquisition model and determined the assumptions to apply Dermabon d as an adjunct surgical sealant lacked clinical data. My analysis revealed that a committed $84 million in forecasted discounted cash flow was unachievable wit h the existing biosurgical portfolio. I, informed J&J senior executives and reco mmended alternatives to fill the seven-year, $220 million revenue gap.

Created a 10-year R&D plan that included extensive cell biology and pre-clinica l animal studies to accurately assess synthetic biosurgical product development. Halted the development of a pulmonary applicator, saving $1 million in tooling. J&J - Ethicon Endo-Surgery, Cincinnati, Ohio $4 billion global market leader in surgical devices and minimally invasive surgi cal procedures Group DirectorGlobal Strategy & Strategic Marketing (June 2003 April 2006) Applied skills related to business development, Mergers & Acquisitions, negotiat ing, strategic planning, decision-making and leadership in a large corporate set ting. Significant Accomplishments Developed and executed strategies to increase revenues within the $250 million product portfolio under my supervision: 1) acquired a biopsy marker that added $ 10 million in immediate sales and $7 million in upside from bundling with other products; 2) reached an agreement with G.E. Medical to co-market and sell ultras ound breast biopsy systems in Asia, which increased new platform sales 17% in th e first year; 3) executed an international targeted market road show strategy fo r vacuum assist breast biopsies that increased sales 28% in 2004 and 33% in 2005 . General Manager: Internal New Business Venture, and Group DirectorWorldwide Business Development (July 2001 May 2003) Led team efforts by demonstrating an understanding of full-product development c ycles, decision analysis, market and technology assessment, multi-function team building, budget and resource planning, P&L management and M&A. Significant Accomplishments Led EES company sponsored internal venture backed startup to a number of succes ses: 1) a focus on developing an intense ultrasound ablation platform to address markets for treating solid organ tumors; 2) acquired and licensed intellectual property; 3) developed milestones, budgets/financials, and held monthly internal board reviews; 4) discontinued a visualization acquisition initiative because i t was not a fit with the EES overall strategy, saving $5 million in licensing pa yments and a projected $800 million in acquisition costs. Synchrony, Inc. (formerly Intellicare), Cincinnati, Ohio June 1998 May 2001 Developed a multi-channel database to synchronize provider, payer and patient co mmunications and offered this as an application service provider; acquired in 20 01 by Platinum Technologies

Executive DirectorCorporate Strategy and New Business Development Identified strategic partners, negotiated and secured private equity financing a nd executed technology licensing and distribution agreements. Significant Accomplishments Bolstered the companys growth by securing two Series B Syndicate investments$7 million in totaland negotiating a $5 million licensing/distribution agreement th at added 65 direct sales agents. Parametric Technology Corporation, Waltham, Massachusetts July 1996 M ay1998 $1 billion supplier of CAD/CAM product engineering automation software Regional Sales Manager Directed sales growth for product development CAD/CAM software (design through m anufacturing), including sales forecasts, vertical customer targeting and leader ship in a fast-paced organization. Significant Accomplishments Exceeded the goals for my $75 million region: 1) reduced sales force turnover f rom 50% to 10%; 2) increased sales 20% in 1997 and 36% in 1998 despite the entry of lower priced products from competitors; 3) achieved Presidents Club status. BioStar, Inc., Boulder, Colorado July 1994 June 1996 Mid-stage venture capital-backed biotech developing and commercializing an optic al immune-assay rapid diagnostic testing device; grew from $2 million to $17 mil lion before acquired by ThermoElectron Director of MarketingManaged Health Care and Area Sales Director Made the most of limited resources to build teams, assess risks and be decisive - always willing to take on more responsibility. Worked closely with the Board of Directors to focus on value-added growth. Helped grow BioStars Managed Care revenue from $1 million to $5 million within 18 months despite heavy competition and contracts from incumbents. This included closing $3.5 million in new business from Cigna and Kaiser Permanente. Recogniz ed with Presidents Club status in 1994 and 1995. Abbott Laboratories, Abbott Park, Illinois October 1986 June 1994 $31 billion leader in pharmaceuticals, diagnostics, cardiology and general use h ospital products Various Marketing, Sales, Sales Training and Sales Management Positions Gained foundational skills in sales, marketing, product development, forecasting , budgeting, relationship building, understanding the motivation of others and h ow to be persuasive Trained 75 hospital sales reps, helping to increase vascular therapy sales from $16 million to $100 million in two years. Recognized for exceeding multiple pro duct sales targets, and achieved Division of the Year awards in 1992 and 1993. Education and Certifications The Wharton School Executive Program, University of Pennsylvania Mergers & acquisitions program certificate This intensive course provided me with practical insights into financing, accou nting, and legal considerations, negotiating and deal-making that I continue to

regularly apply. As part of my commitment to life-long learning and improving my skills, I have a ttended dozens of courses on leadership development, corporate finance, internat ional market development, staff development, sales management and marketing. Kelley School of Business, Indiana University Masters degree in strategic management, with a concentration in global economics ; member of the Beta Gamma Sigma Business Honorary Society by graduating in the top 10% of the class Balanced a full-time job with graduate school and family life through disciplin ed management of time and resources. Lindner School of Business, University of Cincinnati Bachelors degree in marketing with minor studies in finance Practiced self-discipline, setting priorities, self-motivation and personal res ponsibility. These core skills enabled me to become a three-year starter on the football team, earn four varsity letters in football, achieve Student Athlete of the Year at the University of Cincinnati, and go on to sign a free agent contra ct with the Seattle Seahawks of the National Football League.