Liberator Medical is a subsidiary of BD and a leading mail-order distributor of Urology and Ostomy supplies in the United States.

On a mission to prevent diabetic foot ulcers and amputations

Abbott acquired Alere in October, 2017. Supported the consolidation of the Cardiometabolic Services division under a new Abbott Rapid Diagnostics Business Unit.

Alere is a global leader in rapid diagnostics, with annual sales of approximately $2.5 billion. Promoted to lead the Cardiometabolic Services business with full P&L responsibility for the Alere Home Monitoring (AHM) and Arriva Medical organizations, including shared services operations in the Philippines. Selected to participate in the Abbott-Alere integration team. Alere Home Monitoring serves over 100,000 patients under long-term anti-coagulation therapy. Arriva Medical is an Alere company and the largest direct-to-consumer mail-order distributor of diabetes testing supplies in the United States.• Increased AHM’s revenue by 9.3% in 2016, to $141 million• Grew the Cardiometabolic Services’ revenue by 8.8% in 2015, to an all-time high of $276 million• Managed the Alere Shared Services operations in the Philippines, employing a total of 1,000 team members and saving approximately $25 million per year in labor costs • Supported AHM during a change in top management in 2015, retaining key people and establishing imperatives to meet organization’s short- and long-term goals

Provided stability to Alere Brazil after departure of senior leaders; met or exceeded revenue targets each month during time as Interim GM role based on $45 million annual goal; devised strategic action plan to improve results.

Recruited to orchestrate Arriva’s aggressive expansion, integrating three acquisitions and enabling company to grow its customer base fourfold in less than two years. • Developed and executed strategic plans to maintain Arriva’s profitability despite a 72% cut in Medicare reimbursement rates for diabetes testing supplies (DTS) starting in July of 2013 – plan elements included diversification of payers and products, and improvement in productivity • Launched and developed the Arriva pharmacy services line to $29 million in revenue in two years • Enabled Arriva patient base growth from approximately 150,000 to 600,000 in less than two years• Expanded Arriva offshore operations in the Philippines from 100 to 750 employees in six months

Brought on board through the acquisition of Doctor Diabetic Supply by Sanare in 2011 to direct the company’s Marketing and Product Development efforts. Successfully coordinated multiple integration activities across company while creating and launching a new brand in only two months. Developed Sanare’s member retention program.• Generated 250,000 leads and attracted 30,000 new members in 2011, representing $16.5 million in annual revenue• Launched BrightSky, Sanare’s new consumer brand, in only two months from concept to press release• Orchestrated member retention program, with projected annual savings of $4 million

President [2010 to 2011]Senior Vice-President [2009 to 2010]Vice-President of Marketing and Technology [2008 to 2009]Selected to lead the marketing and IT organizations, immediately revamping processes and performance management. With promotion to SVP, added Strategy, Product Development, Finance and Reimbursement to scope of responsibilities. Envisioned and drove strategic plan to significantly improve company’s revenue and margins. Results were recognized with promotion to President. Continued success attracted interest from investors. Coordinated meetings and negotiations with prospective acquirers, culminating with sale to Sanare in early 2011.• Drove the company’s customer base growth by 41% and revenue growth by 37% over a three-year period, reaching $61 million in sales in 2010 – Improved EBITDA by 75% in the same period, to $10.5 million• Spearheaded online and offline marketing campaigns and promotions resulting in the acquisition of 120,000 new customers from 2008 to 2010, generating over $100 million in revenue• Introduced four high-margin new product categories, boosting revenue by $8 million in 2010• Executed reverse auction to reduce cost of diabetes testing supplies, saving $3 million in 2010• Outsourced back-office processes to near-shore contact centers, saving $1 million in 2010• Led presentations to potential investors. Oversaw due diligence process and successful acquisition by Sanare

Manager – Latin America Supply Chain [2005 to 2008]Manager – Mobility Product Team [2003 to 2005]Manager – Global Reverse Supply Chain [2002 to 2003]Recruited into Lucent’s Leadership Development Program. Played instrumental role in the implementation of the Global Reverse Supply Chain organization, owning the redeployment of Switching, Data, and Optical equipment. Managed contract realization of 3rd party-dependent features supporting Mobility Platforms and Applications development. Defined and implemented supply chain strategies to support Latin America product and service solutions. Led supply chain teams in the Latin America pre-sales and bids & proposals process, as well as during deployment phase, to maximize the company's revenue and gross margin while minimizing liabilities.• Recovered $40 million worth of returned products back into Lucent’s supply chain• Earned the 2003 Bell Labs President’s Gold Award for participation in the “10-Turnover-Ratio Inventory” project, which created a paradigm shift in Lucent’s inventory management• Managed the implementation of action plan to achieve $3 million in synergy savings in the Latin America Project Sourcing domain related to the merger of Alcatel and Lucent Technologies

Director – Rail Yard Operations [1997 to 2000]Senior Manager – Railcar Maintenance [1995 to 1997]Mechanical Engineer – Railcar Maintenance [1992 to 1995]Selected among 13,000 applicants to Vale’s trainee program. Assumed managerial positions early on, becoming the youngest senior manager in the company at the time. • Negotiated and managed railcar overhaul contracts worth $18 million in a four-year period• Created railcar maintenance strategies that reduced costs by $1 million per year• Established a strategic plan to improve Vale's passenger transportation services, leading to customer satisfaction levels never reached before• Developed new operational standards to transport wood and pulp for a major customer, generating value of $4 million. The project was recognized company-wide as a paradigm-breaking, integrated logistic solution