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Title: Executive Vice President and General Counsel Location: Austin Age: 50 More Law, Less Finance Harry L. Zimmerman espouses a belief that any CEO would buy int “If you show me something that’s good business, I’ll find a legal way to do it.” He’s not kidding, either. He and CEO Ken Davidson, in five years, have taken Encore Medical Corp. from a $30 million venture to a $300 million orthopedics products corporation. “I don’t know that I could sit here and say that would have happened if Harry hadn’t been there,” Davidson says. Davidson, a longtime Encore board member, says the board was trying to decide whether to sell the company’s assets or “become a real company” in 2000, when other members asked him to take the reins. He turned to Zimmerman, who had helped form Encore in 1992, for everything from legal to financial and even technological advice. “Harry had a probably better grasp of the technology here than anybody else,” Davidson says. Zimmerman, who is also a CPA, had a big personal stake in Encore by the time Davidson took over. Zimmerman joined the company in 1994, as soon as it could afford him. Eight years of “slogging away, building a company” ensued. Things got exciting in 2000 when serious acquisitions and capital-raising began. In 2003, Encore raised $100 million through two equity offerings, of $40 million and $60 million each. “He sort of functions almost like an ad hoc CFO for me,” Davidson says. Zimmerman adds about the equity offerings: “That whole thing, in terms of the road show, was the CEO and myself. I ended up doing almost all of the investor-relations work.” As the company’s only lawyer for 10 years, Zimmerman did all the legal work, too. After years of hiring part-time law students as clerks, Zimmerman hired his first lawyer in February. “It didn’t make sense to build a big legal department inside the company we had,” he says. Once the company hit $100 million, however, he decided it was time to quit training law students and start bringing in seasoned help. Now that Zimmerman has some assistance, and the company has a new CFO who takes to the road, he gets to be a lawyer again, at least 50 percent of the time. “It’s evolving to more law and less pure finance and accounting,” he says. But he isn’t worried about getting bored. He also has authority over compliance, and the transactions work has not slowed. “For someone who’s working 70-, 80-plus hours a week, I love it,” he says. Davidson concurs: “I would guess that Harry sleeps probably a maximum of three hours a night. If Harry doesn’t have 14 jobs to do, he’s not happy.”

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