Recruited into newly created National Accounts role to build relationships at targeted IDNs and aggregation groups where the Owens & Minor (O&M) footprint was extremely limited or non-existent but heavily desired, including the largest healthcare system within the US. Completed three months of onboarding covering a wide range of subjects, including a deep dive of medical products and distribution. Upon completion of onboarding, hit the ground running and within two months: - identified and established contacts at all targeted accounts and respective GPOs- developed introductory presentations and conducted a “relationship kickoff” meeting with six of nine the prospects, covering an overview of O&M and upcoming product expansion - conducted detailed strategic planning sessions to identify and discuss potential areas of growth

My personal time off included furthering my industry education by completing a certification in healthcare strategy from Harvard Business School Online.

As Principal Account Executive, led three Health & Life Sciences accounts (Blue Shield of California, Hawaii Medical Service Association, Blue Cross Blue Shield of Arkansas), serving as the "quarterback" for all DXC account activity. Partnered with clients to deliver on operational and strategic goals. Developed relationships at assigned accounts, expanded DXC's current footprint and built new networks. Ensured profit objectives were met through more effective forecasting, budget planning, and execution.

Facilitated a complex marketing project for two major tissue products that identified customers, reached alignment on prioritization, and began development of the value proposition for each product.

As Senior Director of Strategic Sourcing Partnerships & Programs,• Facilitated member engagement and sourcing activities for nine separate aggregation groups over three years, most recently with MedStar Health, Novant Health, Sentara Healthcare (MNS) and Cooperative Services of Florida (CSF).• Drove member value in excess of $150M in supply chain savings, exceeding targets each year.• Primary point of contact for board, clinical leadership, finance, and executive oversight committee actions including planning, communications, facilitation, execution of plan, and issue resolution.• Heavily engaged in aggregation group recruiting and SOW development & extensions. Facilitated RFI responses for over 25 members in first 6 months after MedAssets acquisition; laid foundation of Clinical Education Purchasing Collaborative (CED) to start a greenfield supply chain network by collaborating with Cedars-Sinai supply chain leadership to develop the high-level framework, strategy, and operating guidelines. Sold new three-year SOW (statement of work) to WCPC network twice – in 2016 and 2019. Instrumental in sale of new SOW to IHN and transition of IHN member team to Vizient in fall of 2019, directly impacting Vizient’s revenue. Sold new 5 year SOW to MNS network effective January 2021.• Founded and served as one of three steering committee members for the Vizient Gender Equality Diversity Network Association, a program focused on sponsorship, education, and development. Regularly partnered with Vizient’s Chief Inclusion and Diversity Officer and Chief People Officer. Planned and was the sole facilitator for a company-wide WebEx with Vizient’s Chief People Officer, to highlight Women’s Equality Month.• Selected as one of two executives to speak on Vizient’s core value of Be Accountable for a company-wide discussion on core values. Also chosen to represent Be Accountable in Vizient’s 2021 Culture Book.

- Transitioned the certified nursing assistant (CNA) role for a 635-bed, level 1 trauma medical center with a partially unionized workforce to an outsourced agreement. Developed and executed the deployment plan covering preparation activities (e.g., recruiting, credentialing, onboarding) through go-live for a successful transition of 286 CNAs.- Identified health care reform impacts for a large Blue Cross Blue Shield plan’s service organization and led solution delivery. Established the program management office. Developed methodology for impact analysis, decision-making, communications, and deployment readiness.- Designed and delivered an integrated health plan product that spearheaded hospital-payer collaboration and an early-stage accountable care model (ACO). Accelerated the hospital’s revenue diversification, increased local access to insurance, and encouraged steerage to its core delivery capabilities and unified the hospital system, physician network, payer, and clinic vendor.- Established a metrics-based value realization process across payer’s IT initiatives. Initial project led to an increase of 70% productivity within a period of 6 months.- Identified and spearheaded program responsible for obtaining the strategic objectives of increased quality and customer satisfaction with reduced costs in the claims, member & provider service, and medical management areas for a national Medicare Advantage payer. Advanced high-profile business process improvement initiative focused on improving claims auto adjudication rate and increasing operational efficiencies. Increased the overall auto adjudication rate from 50% to 70% in a period of six weeks - an improvement of 40%.- Developed and implemented the change management program for a leading multi-state children’s hospital system for a critical HR transformation. Initiative resulted in meeting audit requirements and no increase in unplanned attrition.

Senior Manager (Mar 2003 – Apr 2005)Manager (Mar 2000 – Mar 2003)Consultant (Mar 1998 – Mar 2000)Analyst (Apr 1996 – Mar 1998)- Gained diverse experience with large national payers, Blue Cross Blue Shield plans, hospital systems, and provider networks. Clients included CIGNA, UnitedHealth Group, Anthem (WellPoint, Inc.), CareFirst, and Florida Blue.- Selected from of thousands of nominees as one of 26 managers worldwide to participate in Accenture’s cross-industry pilot program of Developing as a Leader and Entrepreneur.- As early as two years into my career, led initiatives sized from 2-50 reports and personally responsible for budgets exceeding $6 million.- Facilitated delivery of multiple complex engagements such as: outsourcing transition of a Blue Cross Blue Shield plan’s front end services from vendor selection through implementation; consolidation of 12 UnitedHealth Group national service centers into three sites, including a greenfield site. - Frequently performed dual roles or additional responsibilities related to business process improvement, functional design, change management, and personnel development.