Eric Tardif 9100 Los Lagos Circle South Granite Bay, CA 95746 650.575.0765 (mobile) eric.tardif@mac.com
Summary
Senior executive in the life sciences and medical device industries with a background in both corporate and operating roles.
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Executive and operating leadership across a range of businesses and functions.
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Extensive background in strategy and mergers and acquisitions, in both the investment banking and corporate settings.
Corporate Experience
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Joined Gen-Probe Incorporated (Gen-Probe) as head of corporate strategy in 2009 after a career in investment banking. Assumed leadership of corporate development and marketing.
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Led all mergers, acquisitions and licensing activities, culminating with the $3.7 billion sale of Gen-Probe to Hologic, Inc. (Hologic).
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Following the transaction, assumed leadership of the majority of the operating functions of the combined diagnostics businesses of legacy Gen-Probe and Hologic, with a principal focus on the integration of the entities.
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Promoted to lead the strategy function of the Hologic corporate function in 2013.
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After leaving Hologic, formed Maravai Life Sciences with GTCR, a leading private equity group.
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Acquired five companies in a roll-up strategy and actively managed two of the acquired companies.
Maravai Life Sciences
Partner, President
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Maravai Life Sciences was formed in March 2014 as a partnership between Carl Hull and Eric Tardif and GTCR, a leading private equity firm. Our mission is to build a transformative company in the in vitro diagnostics and life sciences tools markets by acquiring outstanding businesses in these spaces and accelerating their growth.
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GTCR is providing operating funds while we identify and execute transactions, and has committed $300 million from its Fund XI to support an acquisition strategy.
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Maravai has acquired five companies since its inception, reaching over $100 million in revenue, with growth in excess of 20% and operating margins in excess of 40%.
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Overseeing and managing two of the acquired businesses, leading integration of acquired businesses and originating and executing M&A.
Mar. 2014 – Current
Senior Vice President, Corporate Strategy
Hologic
Marlborough, MA ◼
Assumed leadership of a newly created corporate strategy function.
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Reporting to the CEO and member of the Executive Council, comprising the most senior executives of the company including the CEO, General Counsel, CFO and heads of the three main operating divisions.
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Focus on working with the board of directors, CEO and heads of the operating divisions to identify and address the principal questions having a strategic bearing on the company in the long term, including questions regarding potentially disruptive technologies, mergers and acquisitions, geographic expansion and other questions with significant impact.
Jan. 2013 – Aug. 2013
Burlingame, CA
Hologic Gen-Probe
San Diego, CA
Senior Vice President, Commercial Operations, Diagnostics Division Aug. 2012 – Jan. 2013
Senior Vice President, Corporate Development and Marketing
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Oversight of the sales, manufacturing, quality, regulatory and research & development functions.
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Span of control of approximately 1,000 employees.
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Primary focus on the integration of the legacy diagnostics businesses of Gen-Probe and Hologic, representing approximately $1.3 billion in revenue in aggregate.
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Completed the integration ahead of schedule, including extraction of significant cost synergies while retaining market share, important internal capabilities and top talent.
Gen-Probe
San Diego, CA ◼
Reporting to the CEO, responsible for establishing corporate strategy and overseeing its execution in conjunction with all other corporate functions.
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In addition to Corporate Strategy, assumed leadership of Global Marketing and Business Development groups in 2010, and responsible for integration and ongoing management of acquired entities, overseeing a staff of approximately 200 individuals.
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Responsible for mergers and acquisitions (M&A) and strategic investments, including three acquisitions, one significant investment, and leading the process resulting in the $3.7 billion sale of Gen-Probe to Hologic (announced April 30, 2012 and completed August 1, 2012).
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In addition to M&A, participated in decisions regarding capital allocation, which (combined with investment activities) resulted in deployment of $600 million, significantly exceeding historical levels.
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Primary interface (along with the CEO) with the board of directors on topics involving substantial deployment of resources, including significant research and development, business operations, and overall portfolio management decisions.
Jan. 2009 – Aug. 2012
Dec. 2007 – Jan 2009. Managing Director Feb. 2006 – Dec. 2007
Investment Banking Experience Morgan Stanley Healthcare Investment Banking Group ◼
Responsible for approximately 50 client relationships. Covered accounts ranged from large capitalization to private companies.
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Principal client focus on life sciences tools and diagnostics companies throughout the United States. Other clients covered included medical technology companies.
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Oversaw a team of vice presidents, associates and analysts based in Menlo Park. Responsible for recruiting, training and professional development.
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Principal product focus on mergers & acquisitions, with secondary focus on equity financings, convertible debt, investment grade and leveraged debt products.
Executive Director
Jan 2005 – Feb 2006 Principal Jan 2003 – Dec 2004 Vice President
Menlo Park, CA
Piper Jaffray & Co. Healthcare Investment Banking Group
Minneapolis, MN
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Focus on relationship management, origination and transaction execution across a broad spectrum of medical technology segments.
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Primary focus on medical device companies with a secondary focus on the life sciences sector.
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Responsible for origination and execution of mergers & acquisitions and equity transactions.
Merrill Lynch & Co. Mergers & Acquisitions Group
New York, NY
Jan 2002 – Dec 2002 Vice President Aug 1999 – Dec 2001 Associate
1996 – 1998 1992 –1994 1986 –1990
New York, NY
Execution of mergers and acquisitions and public finance transactions, primarily focused on the not-for-profit healthcare services sector.
Canadian Pacific, Ltd. Profit Analysis ◼
Financial Analyst
1997 – 1999
Transaction values ranged between $50 million and $500 million.
Financial Analysis Experience
Jul 1994 – Jul 1996
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Associate
Principal focus on divestitures of divisions of public companies, transactions involving financial sponsor portfolio companies and sale assignments of private and public companies.
Shattuck Hammond Partners
Aug 1998 – Aug 1999
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Montreal, Canada
Analysis and recommendations regarding large capital deployment decisions, including acquisitions and divestitures of real estate and capital equipment.
Education CFA (Chartered Financial Analyst) Charter Holder Association for Investment Management and Research Master of Science in Finance Boston College, Carroll Graduate School of Management
Chestnut Hill, MA
Master of Business Administration The University of British Columbia
Vancouver, Canada
Bachelor of Arts (Business Major, Psychology Minor) Bishop's University
Lennoxville, Canada