1. GNT SALES GROWTH STRATEGY
Table of Contents
Introduction
Models Markets & Drivers
Create Demand For Your Unique Value
Sales and Operations Alignment

2. Models, Market & Drivers
Table of Contents
Models, Market & Drivers

3. Full Service Medical Device Development and Manufacturing
Contact: Mark Kesti - VP Sales - - (610)
3/26/2015
Full Service Medical Device Development and Manufacturing
Med Device
Company
Partner
Precision Component
Mfg.
Device Assembly, Packaging, Labeling
Regulatory Submissions & Support
Sterilization
Supply Chain Management
Design & Engineering
Services
Model
Contract Mfg.
Outsource Services
Full Service
OEM Marketing
R&D
OEM Sales
Marketing
CONFIDENTIAL

4. Business Model Comparisons
Medical Device
Business Model Comparisons
Source: Avg. Med Dev Company, CY ’06, Medtronic, Stryker, Zimmer, St. Jude, Biomet, Edwards, Smith & Nephew;
Avg. Medical Device Contract Manufacturer, = CY ’06 Accellent, Symmetry, Synovis & Plexis
OEM, 2010 estimates

5. MEDICAL DEVICE OUTSOURCING – GLOBAL MARKET1,2
Market Drivers
OEM Addressable Global Market for Med Device Outsourcing
Materials Handling and Processing: (Packaging, Metal Fabrication & Molding, Plastic Extrusion and Molding, Sterilization)
Finished Products (Implantables, Single Use, Surgical Instruments, Design and Regulatory Services)
2010 Global Demand for Med Dev Outsourcing = $ 60B
2015 Global Demand for Med Dev Outsourcing = $115B
In Millions of $
13% CAGR
High growth segments
& 2010: GIA Estimates : GIA Projections. Error tolerance for data in this table is 10% (+/-). Data is not adjusted for inflation. It is reported in nominal terms. Data is reported at the Contract Service Provider’s Level. Regions analyzed under Rest of World include Europe, Asia-Pacific, Latin America, Middle East & Africa
2. “Contract Manufacturing in Medical Devices” Kalorama Information, Inc., Carlson and Granderson, Feb. 2011 5

6. Global and regional OEMs are increasingly challenged with4:
What Is Driving OEMs To Outsource and Where Do They Go?
Global and regional OEMs are increasingly challenged with4:
Contract Manufacturing Companies
Increasing margins
Accelerating time to market
Maintaining Focus on core competencies (R&D and Distribution)
Reducing Supply Chain costs
Limited manufacturing resources and capacity
Constant need for product differentiation to maintain and grow margins
Shortened product lifecycles
Quality products and components
Regulatory compliance risks
Competitive cost
Reimbursement decreases
Quickly scaling up and scaling down to convert fixed costs to variable
More complex regulatory requirements
Managing multiple contract manufactures
3,000+
Total Med Device Outsourcing Companies

7. The B2B Sales Process for Strategic Sales Success

8. Focus on High Probability High $ Value OEM Opportunities
Pipeline Management
Opportunity Ranking Criteria A B C
Name of Account
A's = 3pts
B’s = 2pts
C's = 1pt
Name of Opportunity
Is the Lead Current Customer?
Yes - Today
Yes – In the Past No
Can we do this? (Does the product/component fit in core manufacturing capabilities?)
Yes - Entirely
Yes – Outside vendors required
Existing NT/GM product/component?
Yes - can use existing processes and tooling
No - will need to make new tooling, molds, etc.
No - would need new process, operators, etc.
Total 12 month expected $ value?
≥ $200,000
≥ $100,000
< $50,000
Account Ranking
Date of first, expected PRODUCTION
Shipment?
≤2 quarters
3-4 quarters
Is the finished product FDA approved & CE marked?
Yes or not required
No, but FDA filing in process by customer
No; FDA filing TBD
Is it THIRD Party?
Yes, but we have access to end user
Yes
Is this a " one off " order; customer won't provide annual volume.
Unsure ; R&D stage
Can we make required volumes
Yes, with ramp up
LEAD Source
Engineer / Product manager from Current End User Customer
Purchasing person from Current End User Customer
RFQ or inquiry from non-customer
Are we able to meet the customers timeline ?
No, but within acceptable timeline
Budget (does the opportunity have COMMITTED $)
Yes-Today
No but in Process
Is the "Financial" Decision Maker Identified?
Is the prospect currently purchasing this elsewhere ? no
Sub-total
Opportunity Ranking
(Total A+B+C+D)
Total Points Required to be A Opp.
40+
Total Points Required to be B Opp.
32-34
Total Points Required to be C Opp.
≤31
Sales Stage
$ Value per Sales Stage
$ Value per Sales Stage
95 Net New Revenue Opportunities totaling $9.7M
95 Net New Revenue Opportunities totaling $9.7M

9. Profitable & Predictable
Build the Foundation
for scalable & profitable $ growth that exploits OEM CM capabilities
Standardized Sales Process
Segment Focus
Strategic Sales Training
OEM CM Manufacturing Alignment
OEM CM Quality System Alignment
OEM CM
R & D Alignment
Standardized Internal Systems Support OEM CM Model
Profitable & Predictable
Revenue Growth
Standardized Global Sales Process
Success Metrics
Actual YTD $ ≥ Budget
YOY Actual $ Growth ≥ Market Segment Growth
Operating Income $ ≥ YTD Budget
Expenses are ≤ to YTD Budget
Qualified Pipeline $ ≥ Goal
% of Sales Team ≥ YTD Budget
Measured Customer Satisfaction > Base Line
Strategic Acct. YTD $ ≥ Goal
Net New $ Sales Cycle Times ≤ Goal
Net New $ Opportunities
Higher $ Value
High Probability
Shorter Sales Cycles
Penetrate & Expand
$ with existing OEM customers and target high growth clinical segments & global regions

10. Contract Mfg. Products, Components, Services
Strategic Account Management
Penetrate & Expand
$ with existing OEM customers and target high growth clinical segments & global regions
Strategic Accounts
Private Label
Contract Mfg
Vascular Access
Bone
Access
Biopsy
Intrvntl.
Onc.
Cardiovascular
Orthopedics
Coating
Line Transfer
Strategic Acct. 1 ■ □
Strategic Acct. 2 ●
Strategic Acct. 3
Strategic Acct. 4
Strategic Acct. 5
Stragegic Acct. 6
■ Existing OEM
□ New Opportunity
● N/A

11. Sales & Operations must sing
Table of Contents
Sales & Operations must sing

12. Increase sales and profits with improved infrastructure integration & alignment
2013
Future State

13. Main Takeaways FOCUS! It’s a huge and complex market
2. Find, Develop and Close the Needle in the Haystack
3. Align Sales with Operations to manage growth
Mark Kesti
Vice President Sales
Galt NeedleTech