Ann Esposito Email & Phone Number

Flemington, Nj

Member Board of Trustees Hunterdon Healthcare System, New Jersey

Tarrytown, New York

Established a new governance model for the executive team of this growing health system to evaluate new business models (e.g. Shared Services), alternative service delivery models / metrics, and the adoption of new cloud-based technologies, tools and automation on behalf of the entire system. Led benchmarking exercise to evaluate performance against peer groups. Simultaneously expanded the role of Finance, Procurement, Operations and Value Analysis across the enterprise. Acquired new ERP and analytics software to standardize processes, policies and back-office operations.

Princeton, Nj And Geneva Area, Switzerland

Multi-billion dollar Geneva-based manufacturer of Flavors and Fragrances operating in ~63 countries.Recruited by CEO/CFO to develop and lead the “Fit to Lead” strategy whose goal was to achieve industry profitability leadership.  Created and implemented a portfolio of strategic operational transformation programs which catapulted the company to industry profitability leadership in ~26 months (+5 ppt EBITDA improvement). Developed 2020 Strategy to double business revenues; integrating formal business development activities and identifying specific M&A and innovative adjacent business targets. Championed development of Company M&A Integration, Partnership and Alliance Playbook. Led strategic agenda and compliance with Board governance standards as Executive Committee Secretary.

Greater St. Louis Area

Largest (>$20 billion) non-profit health system in the USA operating 1,900 sites of care, including ~130 health systems and ~30 senior care facilities across 25 states.Recruited by CEO COO to optimize company-wide operations in advance of President Obama’s national healthcare system reforms. Obtained Board support and commitment for $1 billion strategic program that exceeded goal of reducing operating costs by > $2 billion over 10 years and successfully revolutionized company operating model.  Standardized all IT business application systems and processes onto one IT enterprise platform; moved infrastructure support to the cloud. Transformed disparate procurement functions into one single system-wide supply chain operation to enable the adoption of strategic sourcing practices and the development of the second largest provider-led Group Purchasing Organization (GPO) in the US. Developed a robust network of ~100 third party service providers in support of healthcare operations to reduce operating costs, provide consistent services, and assure compliance requirements were met. Established captive Shared Service Center to provide a wide variety of services to ~180K employees/vendors. Overhauled cost accounting practices and championed a Healthcare Big Data Analytics strategy to provide executive management information that improved hospital operations and clinical outcomes across the health system.

Basel Area, Switzerland

Largest biotechnology Company in the world with turnover of $48B headquartered in Basel Switzerland.Relocated to Basel Switzerland at request of Pharmaceutical Division President to provide leadership for “Double Value in 5 Years” strategic agenda. Held several Global Leadership positions in Business Planning, Finance, Commercial Operations and Information Technology. Globalized the IT function, consolidating worldwide data centers from a local country model into two global locations, and reduced the number of SAP ERP instances by 80%.  Led the company’s largest-ever transformation program which reduced operating costs by $400 million. Program radically altered the business model of the pharmaceutical business in Western, Central, and Eastern Europe and Middle East. Entailed a revolutionary approach which reduced implementation time from four years to two years, saving $80 million in implementation cost. Facilitated Global Supply Chain Transformation including: 3PL/4PL providers, distribution, strategic sourcing, product rationalization, dual sourcing factory footprint, and global trade compliance. Managed all worldwide commercial and country P&L aspects for $25B Pharmaceutical division. Developed the divisional ten-year strategic plan for the Board.

New Jersey

Held a variety of Director/ VP level positions in Human Resources, Information Technology, Finance/Audit and Sales & Marketing. Selected accomplishments include: • Responsible for all enterprise systems supporting the US Pharmaceutical business.• Led the successful and timely implementation of a $45 million SAP ERP initiative.• Responsible for all Business Process Excellence initiatives and Balanced Score Card metrics.• Led a Human Resources Transformation program that redesigned all compensation, performance management, and career development programs for all North America employees. • Aligned and improved Sales & Marketing product strategies, tactics and investments across the U.S. market by implementing a new business planning process.

Newark, Nj

Nation’s 18th largest insurer ($13.5 billion in assets) at the time. Following a few years in the audit function, and in the face of Company crisis and ultimate takeover, responded to CEO request to overhaul an IT Division responsible for the Company’s Corporate and Investment portfolio.