Senior executive with Medical and Business education and extensive global experience. Successfully managed and developed fully integrated global companies in the USA, Germany, Singapore and France. Proven ability to lead change throughout organizations, challenge process and behavioral status quo to move toward operational excellence and customer satisfaction. Areas of expertise include:  Global business management  Strategic planning and execution  Manufacturing operations   Sales & Marketing  B to B sales development External growth and business integration Fluent in French Spanish English

President Commercial Operations @ P&L responsibility for EMEA, AMERICAS & APAC From June 2014 to Present (1 year 7 months) Frankfurt Am Main Area, GermanyCEO/COO @ Interim appointed to manage a company deeply disrupted after its flagship product global recall From September 2013 to May 2014 (9 months) SingaporeManaging Director EMEA @ P&L responsibility for EMEA operations From March 2010 to August 2013 (3 years 6 months) Frankfurt Am Main Area, GermanyPresident & CEO @ Appointed to bring leadership and to define and implement strategic development plan to a slow growing company. FCI is a € 15 M company with 100 people, 2 Manufacturing sites and two Sales & Marketing subsidiaries.FCI is a leading company in the Ophthalmic surgical device field Presented Strategic Plan to the board Re-organized manufacturing operation, re-allocation of production portfolio to production centres Rationalization of product range Definition and implementation of sales force automated reporting tools Rationalization of R&D pipeline, brought 3 new strategic projects out of close relationship with customers From 2008 to 2009 (1 year) COO @ Recruited by President of the Group for expertise in Ophthalmology and multifunctional management experience to provide executive leadership for € 55million Surgical Ophthalmic Device / Equipment and Pharmaceutical Company with350 people 5 subsidiaries, 4 manufacturing sites and net field profit of € 7,2 million Defined and implemented reporting processes, focusing on finance, sales operations, manufacturing and logistics Re-organized R&D. Defined and implemented a 5 year product roadmap strategic plan; outcome was launching of a product which accounts nowadays for IOLTECH 70% of Intra Ocular Lenses ( IOL)sales and recent launching of an innovative Hydrophobic Acrylic IOL Re-organized domestic sales activities, CAGR was 7,5% over 2001- 2004 whilst market growth was 3% Efforts were made to increase cash flow: Streamlined manufacturing and logistic operations, rationalized product range, as a result inventories went down by 20% returned goods dropped by 15% Defined and implemented group new IS Implemented merger of two acquired companies Incorporated 3 subsidiaries in Germany, Italy and Benelux These actions helped IOLTECH to a significant growth from €34 M in 2001 up to € 54 M end of 2004 coupled with 15,4% EBIT. Free cash flow increase helped IOLTECH to acquire two companies out of its own funds. IOLTECH was eventually acquired by Carl Zeiss Meditec in 2005 From April 2002 to September 2008 (6 years 6 months) Vice President European Operations @ Led a global team of 200 technology professionals engaged in, customer software implementation, service delivery ( Managed Hosting, Help Desks, Hardware, Training) and ongoing technical support of Dendrite's CRM software product suite for leading pharmaceutical customers. Restructured European Operations, build the organization that would sell and deliver high and predictable quality products and services to our customers Managed sales process and implementation of 2 major projects Reported to the COO. From December 1999 to December 2001 (2 years 1 month) Consultant @ Provided restructuring and management expertise for Crisis management, Business turn around firm Managed the turn around of a financially troubled Pharmaceutical Company. Audited the company, defined and implemented a restructuring plan. Acted as a Director of the company, reporting to the Board Returned company to profitability through efficient restructuring Substantially improved financial condition of the company in reducing staffing and operational cost by 30% Definition and implementation of a new strategy for the company Involved in the search for new investors and the sale of the company From January 1999 to November 1999 (11 months) General Manager Southern Europe @ Provided executive leadership for a $ 240 million, 350 peoples operation with 3 subsidiaries one manufacturing center Lead operations with full P&L responsibility, provided cross functional management, and directed CFO, S&M, Manufacturing R&D and 4 country managers Implemented merger of subsidiaries after acquisition of Chiron Vision and Stortz Ophthalmics Involved in definition and implementation of logistic hub for Europe Reported to CEO Europe From May 1997 to November 1998 (1 year 7 months) General Manager France @ Provided leadership for a € 15 million, 120 employees structure Implemented merger and re-organization of Sales and Marketing operations Defined and implemented a Manufacturing productivity/quality improvement program; posted a 27% productivity increase Dynamized R&D activities and initiated and achieved of two product development projects; Launched innovative soft and injectable Intra Ocular Lens that ended to be a true blockbuster; sales CAGR was 20% over the period , market share was over 30% from a mere 15%. Retained General Manager France duties and was promoted to General Manager Southern Europe position when Bausch & Lomb acquired Chiron Vision Reported to the CEO Europe From 1996 to May 1997 (1 year)

MBA @ Ecole de Management de Lyon From 1986 to 1987 doctorate, medecine @ Université Claude Bernard (Lyon I) Medical School From 1979 to 1986 P.E.D @ IMD (International Institute for Management Development) - Business Programs From 1993 to 1993 Bruno MD. is skilled in: Management, Strategy, Medical Devices, New Business Development, Sales Management, Strategic Planning, Manufacturing, R&D Operations, Managing change, Change Management, Business Strategy, Capital Equipment, Cross-functional Team Leadership, Mergers, Product Development