Levan Varduashvili

• Spearheaded the company's transformation from nascent company to a regional commercial leader, driving a remarkable 48% EBITDA growth in 2024 and sustained sales growth despite significant market challenges. • Operational & Financial Mastery: Exceptional record of driving profitability, EBITDA growth, and optimal Return on Investment (ROI) through strategic operational enhancements across talent, tools, and techniques - Orchestrated a +25%, +58%, and +19% increase in EBITDA, alongside a +57%, +65%, and +9% growth in Net Cash Flow within the first three years at GM Pharma, transforming the company from a stagnant stage to a commercial leader. o In the fifth year of tenure (2024), successfully delivered a remarkable financial acceleration with +48% EBITDA growth and +15% Net Cash Flow increase over 2023, following a year of strategic stabilization (2023) in which financial performance remained consistent with 2022 levels despite significant external challenges. • Spearheaded creation of R&D division; built a pipeline of 18 distinct projects (45 SKUs) by end of 2024. • Overhauled the quality units achieving significant increases in CAPA OTIF, First Pass Approval and drastically reducing the rejection rate at release, achieving ISO 9001:2015 and ISO 17025:2017/2018 inspections without any observations. • Successfully navigated multiple GMP inspections (Georgian, Ukrainian PIC/S, Uzbekistan & Kyrgyzstan, and EU pre-certification audits) • Successfully managed cross functional teams across seven CIS countries driving significant growth. • Advocated with Government of Georgia to amend restrictive API law, securing industry sustainability. • Personally spearheaded and chaired a cross-functional initiative to proactively address significant regulatory changes mandating the replacement of 18 Active Pharmaceutical Ingredients (APIs) in 2024-Q1 2025. • Improved production capacity by 30% via OEE multitasking and shop-floor redesign.

Managing the following departments in addition to sales & marketing and business development responsibilities: Production, QC/QA, R&D, Supply Chain, HR, Regulatory, IT/IS • Two new drugs development were outsourced to internationally acknowledged R&D laboratory • Four new drugs development were started in in-house R&D laboratory • Production planning, capacity analysis and labour loading were optimized via new Production Planning Master File • Lean lab projects were initiated for Chemical/Instrumental analysis and Micro labs • KPIs Monthly Reporting and performance review system (Corporate Goal cards) were introduced and/or improved in the following departments: QA/QC, Production, Supply Chain, Procurement (Purchase Price Variation-PPV), IS/IT, HR, Engineering, Sales & Marketing • Regular Formal S&OP Process were initiated measuring on monthly bases Working Capital, forecast accuracy, Capacity and Labour loading, Current & Potential Backorders, Customer Service (OTIF) • Key Personnel with expert background were inviting from abroad for Interim and Permanent managerial positions

• Managing representative offices in 6 countries (including Georgia, Uzbekistan, Kyrgyzstan, Armenia, Moldova, Tajikistan) employing more than 300 sales and marketing professionals overall, expanding sales and being among the top five companies in several of these markets. • Holding ultimate responsibility for overall sales and marketing operations and international business development efforts and carrying full P&L accountability • Delivered +16% overall sales growth in 2020 vs. 2019 in the 1st year of employment in GM Pharmaceuticals despite the COVID-19 related challenges in 2020 via developing and implementing robust sales and marketing strategies that contributed to sales growth • In the 1st year as Development and Marketing Director, delivered +61% EBITDA increase in 2020 vs. 2019 via vigorous administration of sales & marketing budgets, identifying and capitalizing on rational opportunities to control costs. • Thorough competitive intelligence several untapped opportunities to new businesses were identified followed by signed in-licensing regional deals

• Created and managing the highly effective and efficient sales organization: before leaving the company in mid 2019, Abdi Ibrahim Georgia finished 2018 year among top 10 companies in Geo Pharma market with >$500K retail sales per rep and with ~72% EBITDA margin. • Selected and orchestrated successful launches of the first-in-the-class products in Georgian pharmaceutical market (before originator drugs) that later became number 1 prescribed drugs in their respective therapeutic segments - we as Abdi Ibrahim Georgia introduced in Georgia 1st montelukast (Onceair), 1st levetiracetam (Epixx), 1st pramipexole & levodopa/carbidopa/entacapone (Parkyn & Starlite), 1st atomoxetine (Amatrix), 1st FDC montelukast/levocetirizine (Onceair Duo), 1st FDC olanzapine/fluoxetine (Rexepi combi), etc., that gave additional opportunity to Georgian doctors and patients for treating respective diseases and conditions with more efficacy and cost-effectiveness. • Established company's image as symbol of quality in drug production among customers despite the company's oriental name and some skepticism towards Turkish pharmaceutical industry in early 2000s. • Established representative office in Georgia in 2006 and conducted industry and company’s competitive position analysis (PEST, Porter 5 Forces, Ansoff product/market grid, Road mapping) that led to the creation of short-, mid- and long-term strategic operational plans • Successful and profitable first year operation in the 2008 year (negative planned EBITDA became positive by the end of the year with +26.5% difference) through carefully selected product portfolio, well-suited strategic plans to local environment, operational excellence (reduced “time to market” period, “work smarter” strategy for sales force) and optimized internal processes (especially forecasting and scheduling) that allocate effectively & efficiently company’s human and financial resources.