DAWN D. ROBINSON, EE, JD, PMP 1007 La Rambla Drive, Burbank, CA 91501 818-391-8953 dr1af365c@westpost.

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EXECUTIVE PROFILE Director of Strategy & Portfolio/Project Management expert at Targeted Project E xecution of Drug Development / Medical Devices R&D and Operations Global Teams. Excel at leveraging strategic (i.e. Big Picture) perspective and systems analysi s to implement integrated infrastructure that optimize critical resources. Busin ess and financial acumen facilitate ability to drive bottom line results. Succes sfully drove senior management`s strategic decision maximizing funding and criti cal resources to pursue projects with the biggest ROI. Areas of expertise includ e: Regulatory ~ Product Development Process~ Strategy / Portfolio/ Project/ Resourc e Management ~Supplier Management~Business and Financial Acumen ~ Global Team Ma nagement~ Change Management -Change Accelerated Process (CAP) Trainer (General E lectric (GE) Work Out CAP Methodologies) EDUCATION & PROFESSIONAL DEVELOPMENT Clinical Trials Design & Management, Drug Development Biotech/ Pharmaceutical Ce rtificate University of California Santa Cruz, Santa Cruz, CA Juris Doctorate JD - Law Degree; Western State University School of Law (ABA), F ullerton, CA BSEE (minor: Biomedical Engineering); University of Maryland, College Park, MD Program Management Certified Professional (PMP) #675455; Project Management Inst itute Six Sigma Green Belt Certified / Black Belt Candidate; Raytheon and Puritan Benn ett (Tyco Healthcare) EXPERIENCE SUMMARY ROBINSON & ROSE CONSULTANTS INTERNATIONAL, LLC, Los Angeles CA Mar 11- Present Founder of technology focused consulting company comprised of a unique combinati on of seasoned security, technology, and Project and business management experts . We provide end to end PMO and security related consulting, implementation, and product solutions for business to augment your organization. BAXTER BIOSCIENCE, Los Angeles CA May 07 - Dec 10 Director of Strategy and Portfolio Project Management Office (PMO) Created strategy and project management office within LA facility, which is the largest state-of-the-art fractionation facility in the world responsible for $1B in annual sales for Bioscience. The plant produces plasma derived therapies to treat primary immune deficiency disorders (PIDDs). *Implemented Strategic Planning Process/Strategic Direction: Facilitated yearly Strategic Planning Process driving alignment with Bioscience Operations (divisio n-level) strategic objectives, vision and mission. Established monthly Strategic Initiatives Reviews to track defined outcomes with project deliverables. Oversi ght of Product Strategy Team (PST) deliverables aligned to plant.

*Aligned Strategy with Outcomes: Developed Plant Score Card and CIP metrics that tracked monthly results against annual strategic goals which kept Senior Leader ship Team (SLT) and all employees focused on the right priorities. *Removing Impediments to Produce Product: Converted long range global operations (divisional) strategic plan to LA facility long range capacity plan to facilita te product mix and production requirements including capacity constraints utiliz ing dynamic modeling (Pro Model). *Focused ROI: Implemented process dramatically impacting a change in culture tha t tied strategic priorities, project selection, capital planning, budgeting and forecasting with very high degree of accuracy in execution. Senior Manager PMO Created -from the ground up- the Los Angeles PMO office by continuing the implem entation of a Project Management Methodology for pharmaceutical drug development manufacturing, a huge Change Management endeavor: Created processes for project portfolio management, project phase gate and design reviews: Initiation, Planni ng, Execution, Monitor and Control and Close Out. Tools & Processes: Integrated Project Plans, Risk Management, Communication, Scope Changes, Lessons Learned, R esource Plans. Projects focused on complex technology transfer, facilities, proc ess/systems equipment design, improvement studies, supplier qualifications, labe ling changes, etc. for plant portfolio of functional and capital projects. Developed and Implemented Plant Project Portfolio Management (PPM) Process: oEstablished Project Portfolio Management Team as the governing body. oEstablished prioritizing and ranking criteria reducing 563 projects to 106 plan t project portfolio and mandated mandatory use of Project Database to capture al l pertinent project information, monthly updates, and Key Performance Indicators (KPIs). oAuthored BioScience Operations Divisional Project Portfolio Management Guidance Procedure implemented globally at 10+ manufacturing sites. *Increased Project Milestone Completion rate from 47% to 92% oOversight of 60+ project managers cross functional execution, financial perform ance and coaching oFacilitated SLT monthly Critical Project Reviews (tracked milestones, progress, risks, resource constraints and financials), Phase Gate& Design Reviews for ent ire plant portfolio and score card. *Led Divisional Enterprise Project Management (EPM) Tool Implementation: oDrove IT project with global cross functional team of plant PMO managers to des ign and configure the EPM tool to address Project Portfolio Management and Resou rce Management. oDelivered first phase on time and under budget. Results used for Global role ou t of the EPM solution throughout Bioscience. Replaced static Project Database wi th electronic workflow tool. *Implemented Project Planning Intensive Sessions: oSaved $200K+ by growing competency internally to facilitate planning intensives , previously done by an outside 3rd party vendor. oImpacted bottom line growth of product produced ($222M) in 2010, projects compl eted on time by instituting mandatory use of tool throughout the plant. Mandator y use of IPPs on all projects. *Capital Planning and Execution: oAccountable for yearly and quarterly financial project planning process meeting financial performance accuracy consistently for budgets in excess of $57M using PPM process. oMonthly meetings with PMs to ensure forecast to planning accuracy within +/- 10 %. oProactive Risk aversion meetings relating to supplier commitments and deliverab

les for projects. PURITAN BENNETT, RESEARCH & DEVELOPMENT (Tyco Healthcare), Pleasanton, CA May 0 3 - Mar 07 Senior Project Manager / Core Team Lead - Respiratory Ventilator Products Led high visibility project through: Concept, Feasibility, Development, Verifica tion and Validation, Process Qualification and Launch. Oversaw execution of requ irements and deliverables following PDP required to move from one stage of devel opment to next in accordance to applicable Quality Standard Procedures. *Cost of Implementation of Program: oSubstantially reduced company liability from $22M to $4.2M avoiding recall of p roduct. oLed global team of R&D engineers, regulatory, marketing, clinical, manufacturin g, logistics, legal, global field service, 3rd party vendor and customer support to develop solution to address time critical safety issue impacting 15,000 fiel ded units oEstablished process to receive and upgrade 1000 units per month; Infrastructure for customer support, tracking and collecting performance data oAdministered training program for field service personnel in EMEA, Asia, Japan and Latin America. oImplemented project in accordance to cGMP, QSR, Design Control (DHF), and ISO r egulations for medical devices Senior Project Manager - Next Generation Critical Care Ventilator and Continuous Positive Air Pressure (CPAP) Bi-Level Ventilator Projects As Core Team Lead, successfully led global team of hardware (electrical), softwa re, mechanical, industrial and control`s design engineers (75+) to develop a bre akthrough digital signal processing design (DSP) in development of the next gene ration Critical Care Ventilator PB840 and CPAP/ Bi Level devices. *Transformed Voice of Customer (VOC) activity into clearly defined product requi rements: oDeveloped Customer Requirement Document (CRD), Product Requirements Documents ( PRD) into design specifications for all cross functional areas oOrchestrated Product Risk Assessment, Hazard Analysis, FMEA and DFMAs for new p roduct design *Utilized DFMA with Manufacturing team located in Ireland *Oversaw clinical trials, clinical bench testing and regulatory submission requi rements including DHF HEWLETT-PACKARD COMPANY (Application Development Operation), Cupertino, CA Sept 00 - Oct 02 Senior Program Manager / Mobile Service Provider/Wireless Developer Initiative Program managed cross-organizational and functional execution of the Mobile Deve loper Program (MDP). *Strategic Roadmap Defined: Defined software and services application developmen t roadmap interdependencies between product development, release engineering, ma rketing and HP`s Network Provider world-wide sales channel *Pioneered Virtual Team Leadership: Established a Global team and chaired weekly virtual meetings overseeing the successful product release schedule *Managed an engineering team (8 engineers): Responsible for the HP-UX Open Sourc e Toolkit product. *Broke-through barriers to Open Source Software Innovation: Provided an Open Sou rce Developers Tools for HP-UX and HPUX Linux Porting Kits via downloads from we bsite and CD-ROM *Introduced HP-UX Perl Support & Training: Delivered worldwide HP-UX Perl suppor

t and training (with Apache support) where no such services had previously exist ed ADDITIONAL EXPERIENCE RAYTEHEON SYSTEMS COMPANY), PORTSMOUTH RI, NAVAL AND MARITIME July 90 - Aug 00 R&D Program Manager III-Tomahawk Portable Launching System- 75 Engineers and $30 M Managed a team of 75 software, hardware, mechanical, quality, procurement, integ ration & test engineers and 3rd party suppliers to develop software code, electr ical and mechanical design, system integration to manufacture two engineering de sign modules, one first article unit to support Factory Acceptance Test (FAT), S ystem Design Certification Testing (SCDT) in accordance to military, quality and nuclear specifications. Project Manager-Production of Digital Signal Processing (DSP) for AN/UYQ21 Displ ays- 35 Engineers and $207M *Completed production contract with 45% reduction in cycle time exceeding budget ary targets. *Implemented follow on $38M program in compliance with ISO commercial industry s tandards *Participated in 15 month rotational assignment in Washington DC creating $9M in new business Quality Engineer- Manufacturing *Quality Engineer Supplier Auditor; worked production floor resolving technical issues using TQM, DOE Production Test Equipment Engineer -Martin Marietta Electronic Systems; Orlando FL Aug 87-June 90 Quality Engineer- Martin Marietta Electronic Systems; Orlando FL Feb 86- July 8 7 Integration Engineer- Harris Government Systems Sector; Melbourne FL Jan 85- Feb 86 Electrical Engineer/ Technician- National Institute of Health Biomedical Enginee ring Oct 83- Dec 84 HONORS & ACHIEVEMENTS National Society of Black Engineers (NSBE) Golden Torch Award Winner, -Outstandi ng Woman in Technology, 2000.United States Navy (NAVSEA)-AEGIS Program Office, Admiral Letter of Accommodatio n (1996) KCBS TV Spot Light on Outstanding CA Community Leaders -Profiles in Pride- Honor ee (1993)