Dan Carrigan Email & Phone Number

Louisville, Ky

Vice President of Client Services PharMerica; Louisville, KY (Nov 2018 – May 2019) As Vice President of Client Services, Daniel managed $800MM top tier book of business; implemented strategic account management, C-Suite client engagements; refreshed QBR reporting process across all client channels. He identified product and service gaps to improve client retention as well as developed and implemented strategic client-focused strategy. He also developed annual client strategy and objectives to secure client retention, ensured satisfaction, drove profitable growth and accelerated deals.Daniel developed overall engagement strategy as well as worked with department heads, discipline leads and project teams to execute plans. He maintained a base of highly referenceable clients with case studies that demonstrated the value of our services. He also navigated across complex organizations to ensure the servicing of clients in a cohesive, unified manner, staying ahead of the needs.

St. Petersburg, Fl

North American Sales Consultant & Key Account Manager MTS (An Omnicell Company); St. Petersburg, FL (2013 – 2018)At North American Sales Consultant & Key Account Manager, Daniel initiated and coordinated efforts to the accounts in order to maximize commercial results; determined new growth opportunities, defined and drove action programs. He developed strategies to generate sales and improve processes; managed critical customer account issues to retain business across the nation to save at-risk revenue. He also built relationships with 65 key accounts across the US introducing bundled product strategies to increase sales.Daniel created account plans and defined commercial strategies based on budget targets; built forecasts based on sales results and market analysis and made proposals for improvement. He also worked with senior team and account management team to provide customer expectation insight; recovered past lost accounts due to poor service and setup a living monitoring system to ensure retention.Highlights: Exceeded multi and single-dose automation goals by 500% and achieved $3M in sales by developing action plan targeting high probability targets. Saved company $3M per year in potential costs by analysing department gaps and designing a multi-layer corrective action plan. Created “Simulation Sales” to sell large and expensive drug automation utilizing software simulation and reducing sales cycle time by 55%.

Maryland & Pennsylvania

Hub General Manager (Annapolis Junction, MD) / General Manager Omnicare; Quakertown, PA (2009 – 2013)At Omnicare, Daniel maintained clear customer communication and acquired new customers, successfully growing satellite pharmacy to 15% larger than RSA hub pharmacy with 9%+ in revenue year over year. He supported sales teams and key account managers in retention of existing clients as well as defined long-term strategic goals and developed clear plans to implement them. He also managed hub customers and prevented sure revenue loss based on poor service; directed team of 390 employees, implementing systemic best practices. Moreover, Daniel managed and retained Mid-Atlantic largest high-profile key accounts; anticipated client needs and developed solutions to meet those needs. He also reviewed analyses of activities, costs, operations and forecast data to determine department or division progress toward stated goals and objectives.Highlights: Accounted for 70% of new revenue growth. Earned Large Pharmacy of Year Award with $20.9M in revenue retention. Managed $320M budget and creation of 55K square foot central MD hub pharmacy, completing project 9 months ahead of schedule with minimal supervision.

Usa

General Manager/Northeast Division Director / Division Director, Operations Process Improvement PharMerica; Louisville (1999 – 2009) Redesigned processes and implemented best practices, growing top-line revenue 10% each consecutive year. Created and launched turnaround plan that included organizational restructuring and process redesign, increasing bottom-line EBIT from 7.8% to 11.9% with zero external customer growth. Eliminated all non-business-related costs worth $372K annually by analysing cash flow. Cut safety stock by $350K, ranking #1 within company for achieving 18.75+ inventory turns annually. Trained staff on Lean operating principles and achieved #1 or #2 ranking in operations and sales in entire company every year.

Bachelor'S, Business Management, Finance

Associate Of Arts And Sciences (A.A.S.), Industrial Electronics Technology