Serving as client executive, I am responsible for overall engagement quality and relationship management at the most senior client levels of the account while matrixing with the local sales team and management structure. I develop and define problem statements via interviews, data analysis and observations. I leverage LCS’ disruptive technologies and partner companies to design and formulate solution sets, technology architectures, change management plans, and phasing. Serving as an effective advisor, both clinically and technically, I construct products and service solutions to the client. I devise and implement specific strategies to drive share gain in key accounts. I also create relationships with Academic and Industry thought leaders nationally.

Independently created and led product development for the Asset Management consulting program beginning in 2009. The result was a client-focused group of consultants responsible for reducing hospitals' operational (OPEX) and capital (CAPEX) spend on mobile medical assets.• $10 MM of new business for GE in the first year alone. $75MM of incremental sales in each of the following years.• Program is now included in nearly all large service deals (defined as $2MM+).• Personally developed the templates, playbooks, T&Cs, staffing models, marketing collateral and delivery mechanisms for the practice.• Grew the practice by 14 new employees in the first 9 months. Interviewed, hired and trained all new employees.• Numerous publications to my credit as well as white papers, blogs and local radio spots.

I was asked to create a new consulting service line to accentuate GE's equipment and service sales. The result was a client-focused group of consultants who were responsible for reducing hospitals' operational (OPEX) and capital (CAPEX) spend on mobile medical assets.We utilized process change, risk management and RFID technology to enable maximum utilization of equipment fleets. We guaranteed savings while improving patient safety and clinical satisfaction. The experience was unique for me. I was able to build a product from the ground up and was responsible for sales, contracting, client management and, ultimately, execution. The team grew from 3 people to over 15 in these two years. We were 100% successful delivering on commitments made to over 20 clients.

This marked the beginning of my healthcare consulting experience. For the first five years, I was on the road 80% of the time, working at large hospital systems across the US, including a 1.5 year stint at New York Presbyterian Hospital and a 1 year stay at Partners Healthcare in Boston.Developed project funnel for Wave I Bed Capacity initiative at NY Presbyterian and identified $23.4 MM in total savings opportunity by collecting and analyzing data for 6 cycles over 4 campuses. Realized $7.5 MM of savings over 4 projects, resulting in a 4 to 1 ROI.Increased patient safety at a hospital by reducing the incidence of “Stat” medications taking longerthan 45 minutes by 59% and “Now” medications taking longer than 120 minutes by 64%.Found $2MM of opportunity cost at Henry Ford Hospital due to an underutilized radiology department. An additional $400k/year in process inefficiency was also uncovered.Improved patient discharge satisfaction ratings from 29% to 62% at one hospital by reducing theaverage time to complete discharge instructions by 28% and variability by 65%.Saved patients 42 minutes of wait time in the Allen emergency department by implementing wireless bedside registration and improving process flow. Identified 30 minutes/day of capacity in Allen OR, enough for 5 additional wound surgeries/weekExposed $2.5MM of lost revenue at Resurrection St. Joseph's in Chicago and created solutions inscheduling, transportation and protocol simplification to recapture that business.Identified $500k/year in billing and charge capture leakage at Franciscan Skemp in Wisconsin.Solved the customer’s problems by selling an additional MacLab to them, creating an incremental$135k in profit for GE’s equipment business.

The blackbelt role was an internal process improvement role designed by GE to improve its productivity. I became a certified "blackbelt" in six sigma, lean and change management while I worked to improve specific areas of the business.Saved the business $3.7 MM in SM$ erosion by creating a formal pricing tollgate process within Policy 5.0. Time to initiate tollgate process dropped from 11.25 min to 8.1 min (a 28% decrease), reducing sales touch time.Reduced service credits due to system removal by 40% (year over year) by developing and communicating 30 day-notification policy for service contract addendums (Policy 6.1) The communication consisted of 24 individual kick off sessions with the field and a customer marketingcampaign that included letters and personal follow up.Rolled out 866-GEBILLS phone number as a new channel for customers to get billing accuracyissues resolved directly and quickly. GEBILLS logged 255 cases in its first quarter, averaging 15 calls and 10 emails per day.

Supported effort to balance price against business growth. U.S. Orders volume finished +10% VOP and +20% V% year to year while sales finished +4% VOP and +22% V%. This resulted in market share growth of 2.3 share points on a market up 5.5% and $11MM in incremental order price taking into consideration volume and mix.Created new functional process for order changes and self-built a web tool to sustain this process. Pricing and field approval rates increased from 16% to 98%. Average form completion time dropped from 11.25 min to 8.1min (a 28% decrease) and the business has saved $400K in SM$ from denied changes in December alone. Mapped and analyzed the lifecycle of "30F" finance-coded orders which led to a more streamlinedapproach for credit-approvals and successful conversion of those left in end of quarter pushes.

The Edison Engineering Program is a fast-track developmental program at GE, geared towards accelerating the newly graduated employee's position within the company. My rotations included work in Global CT Detection Systems and Quality, Equipment Risk Analysis, Ultrasound Order-to-Remission Processes and Financial Analyst work within the Global Technology Office.