Seasoned corporate executive and investor with a background in operations, corporate finance and strategic M&A across healthcare and consumer sectors. Donna M Ryberg has led cross-functional teams, executed growth initiatives and served on boards, bringing private-equity and corporate-sponsor perspectives to capital allocation and portfolio oversight. Known for integrating commercial strategy with performance improvement, she is an active advisor to CEOs on buy-and-build plans, turnaround programs and exit readiness, with experience spanning public company reporting and stakeholder engagement.
Seasoned corporate executive and investor with a background in operations, corporate finance and strategic M&A across healthcare and consumer sectors. Donna M Ryberg has led cross-functional teams, executed growth initiatives and served on boards, bringing private-equity and corporate-sponsor perspectives to capital allocation and portfolio oversight. Known for integrating commercial strategy with performance improvement, she is an active advisor to CEOs on buy-and-build plans, turnaround programs and exit readiness, with experience spanning public company reporting and stakeholder engagement.
Combines operational rigor and corporate‑finance discipline to favor value creation through active ownership, performance improvement and strategic M&A. Prioritizes businesses in healthcare and consumer sectors where commercial strategy, margin enhancement and integration playbooks can accelerate growth; targets platforms suitable for buy‑and‑build rollups or turnaround interventions. Allocates capital with a bias toward control or significant influence, using tight governance, KPI‑driven oversight and staged capital deployment to de‑risk execution. Time horizon is medium to long‑term, focused on exit readiness and stakeholder alignment. Risk management emphasizes operational levers, cash‑flow resilience and measurable milestone‑based decision points.
Combines operational rigor and corporate‑finance discipline to favor value creation through active ownership, performance improvement and strategic M&A. Prioritizes businesses in healthcare and consumer sectors where commercial strategy, margin enhancement and integration playbooks can accelerate growth; targets platforms suitable for buy‑and‑build rollups or turnaround interventions. Allocates capital with a bias toward control or significant influence, using tight governance, KPI‑driven oversight and staged capital deployment to de‑risk execution. Time horizon is medium to long‑term, focused on exit readiness and stakeholder alignment. Risk management emphasizes operational levers, cash‑flow resilience and measurable milestone‑based decision points.
| Trades 795 | Longs Won 560/795 70% | Profit Factor 18.01 |
| Profitability | Shorts Won 0/0 0% | Standard Deviation $210,425.91 |
| Average Win $85,625.35 | Best Trade (Jul 15) $2.42M | Sharpe Ratio -11.55 |
| Average Loss -$11,327.62 | Worst Trade (Jul 15) -$346,449.97 | Z-Score 10.1 (100%) |
| Commissions $0 | Avg. Trade Length 1y 1m 1d | Expectancy $56,966.3 |
| Loss Size | 100% | 90% | 80% | 70% | 60% | 50% | 40% | 30% | 20% | 10% |
| Probability of Loss | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% |
| Consecutive Losing Trades | 18,868 | 16,981 | 15,094 | 13,208 | 11,321 | 9,434 | 7,547 | 5,660 | 3,774 | 1,887 |