JUAN VEGARRA

Pre-commercial MedTech company building the hardware-enabled AI platform for interventional imaging. Joined at Series A as Chief Marketing Officer to build the brand, digital presence, and fundraise readiness; once operational, moved to CRO and Acting CFO, a mandate spanning revenue, finance, capital markets, regulatory strategy, and international expansion. Reports to the CEO and Chairman with direct board interaction.

• Financial stewardship: author and owner of the five-year operating plan and monthly operating model; rebuilt the revenue model on a vintage-aware cohort basis after identifying and correcting a royalty formula error; owns the institutional data room end to end, built to survive fund-level diligence.
• Capital architecture: responsible for the capital plan and the raise, run with the CEO, the board, and outside counsel; built the fundraising narrative, diligence Q&A, and platform-reach analysis across 17 cited clinical indications; locked a canonical figure set through a full cross-document consistency audit so every investor artifact reconciles to the same numbers.
• Commercial launch: designed the demonstration-fleet program, site-of-care differentiated quotas, rep compensation plan, and clinical specialist hiring model; stood up the US sales support stack (tech support, telesales, campaign engine) for the VP of US Sales; built 50+ KOL relationships across interventional cardiology.
• International: worldwide distributor deployment across the GCC, Latin America, Japan, and India, including pre-clearance revenue channels, alongside the EU CE marking pathway.
• Regulatory strategy: architected the 510(k) pathway sequencing and Breakthrough Device Designation strategy alongside company counsel and regulatory consultants, aligning the clearance plan with the capital plan.

Fractional CISO practice for the mid-market, operating from New York and Seattle.

• Recruiting senior CISOs was the easy part; the go-to-market lesson was channel: mid-market buyers route IT decisions through managed service providers, who read the offering as competition rather than complement. Traction took longer than planned, and that channel lesson has informed every commercial model designed since.

AI diagnostics platform. Entered through a portfolio position that exited to Oxford Immune in 2021 and led directly to the operating role.

• Led international commercialization during the company's Series A: negotiated four exclusive distribution agreements across the UK, Canada, India, and the UAE with committed minimums, and built the commercial team that delivered them.

Principal investing and board service bridging every operating chapter: founded 1999, primary occupation 2016 to 2021, active throughout with intensity varying by operating mandate.

• Public-equities trading and private placements alongside angel deployments across a twelve-company portfolio spanning FinTech, telecom, broadband infrastructure, real estate, entertainment, and medical AI; positions sourced, governed, and exited personally, several through board seats held to the transaction. Every position was priced as high risk and high reward: the realized winners sit alongside positions that did not return, the honest shape of an early-stage portfolio.
• Concurrent public-company board and advisory service and three years of mentorship of minority-owned business CEOs through the UW Foster Ascend program, because good scaling advice should not require a seven-figure consulting engagement.

Co-founded with John Cullen and led as Chairman and CEO from inception. The founding asset was a Peruvian land package assembled with a $500K seed round from five friends, which Vena acquired at formation. Scaled to 400 employees across three countries, through TSX Venture listing and graduation to the TSX main board.

• Built the full public-company machinery from zero: board construction, audit and disclosure practice, and investor relations for a shareholder base spread across four markets, Canada, the United States, Germany, and Peru, with complete TSX and SEDAR compliance across thirteen years.
• Partnered above the company's weight class: joint ventures and exploration partnerships with Cameco (uranium), Gold Fields (the Amantina gold JV), and Trafigura (base metals), major miners funding and operating properties on a Peruvian junior's ground. Mining exploration is high risk, high reward; partnering majors above our weight class let us take those swings without betting the company.
• Ran underground operations and nationally recognized community programs.

Nine years, four roles, from field engineering to worldwide channel leadership.

• Joined in 1990 as a network and database engineer in the DC office; Redmond from 1992 as a global evangelist, carrying the platform story across 54 countries in the years Windows became the enterprise default.
• As Enterprise Regional Manager for Africa, India, and the Middle East, contributed the enterprise share of a regional effort that took the territory from $8M to $120M in eighteen months across all business units. Enterprise was the largest contributor, driven by the legalization program that converted large unlicensed installed bases into government-level master licensing agreements, so much of the growth was a licensing true-up rather than net-new seats. The resulting demand built the reseller momentum behind three subsequent international distribution build-outs.
• Final role: worldwide leadership of the Solution Provider Program, rebooting the channel strategy and setting the objectives that a 600-person field organization executed across every region. Left in 1999 for an Executive MBA at UW Foster, a deliberate retooling before the founder chapter.

Where the whole thing started: medical data, before it had a fashionable name.

• Career began on the GWU Medical School ICU Research team, whose core deliverable was the APACHE Score: automated the team's forms-based system for the PC, collecting ICU device data into a database and running regression analysis against a known dataset. Data in, model applied, prediction out: the architecture the industry now calls AI.
• Then U.S. House of Representatives internal IT, building the national LAN infrastructure that connected congressional offices, the first taste of technology deployed at institutional scale.