Dave Johnson Email & Phone Number

Westlake, Oh, Us

Westlake, Ohio, United States

Chagrin Falls, Ohio, United States

Pittsburgh, Pennsylvania, United States

Pittsburgh, Pennsylvania, United States

Charlotte, North Carolina Area

Largest skilled nursing, long-term and hospice equipment service and manufacturing company in the US with 130 field locations nationwide and 3,000 employees. Private equity-owned.

Canton, Ohio Area

$1B private physician practice managing 200 emergency rooms; 3,500 clinicians for some of the leading healthcare systems in the US. Backed by Welsh, Carson, Anderson & Stowe private equity.• Recruited as first non-physician executive to head up national expansion.• Led P&: for $1B, direct report team of 12 and 5,000 employees across 200 clinical and operational locations.• Provided executive leadership focused on revenue and profitability, including sales, operations, technology and organizational scaling to support growth.• Drove rapid organic and M&A growth/integration.• Implemented scalable systems, processes, people, as well as Lean methodologies and tools.• Managed relationships across multiple customer segments.• Delivered 15% organic growth and executed/integrated nine acquisitions.• Grew revenue from $325M to $1B in 24 months.• Grew from 2.5 million to 6 million patients.• Reduced operating costs by $24M and increased capacity 60%.• Delivered shareholder value creation of $200M+ in 24 months.

Mentor, Oh

Promoted to lead the global Surgical Solutions business in addition to the corporate Quality, Lean and Supply Chain initiatives.

Mentor, Oh

Cleveland, Ohio

$1.4B global leader in infection prevention, sterilization, contamination control, surgical and critical care technologies• Integrated the supply chain, planning and manufacturing functions into a global operations organization.• Focused the team on product quality and delivery – reduced defects 30% and improved delivery 70%.• Developed and implementing a global network restructuring to reduce overhead and labor by $25M.• Identified, promoted and developed internal talent and recruited 4 key leaders.• Deployed Lean in operations, administration, and key suppliers with over 200 kaizen events in 12 months yielding $4M in realized productivity.• Led the operational due diligence, integration and Leaning of acquisitions

$800M manufacturer of medical devices serving clinical needs in arthroscopy, endoscopy, endosurgery, electrosurgery and consumables – 3,200 employees, 12 plants, 10 distribution and 6 service centers.• Led the organization through a change of culture, performance and accountability to be awarded TBM’s “The Perfect Engine” award 2008. • Designed and implemented a global operations strategy. Consolidated four plants into one “greenfield” facility in Mexico, and six domestic DC’s into two new DC’s resulting in annual net savings of $20M. • Deployed “Lean/TPS” yielding an average of a 21% productivity improvement, 67% reduction in space, 85% reduction of WIP, 50% improvement in service and 98% drop in back-orders.• Achieved annual net savings of $20M through plant consolidations in Mexico and the US.• Successfully completed three acquisitions - due diligence through integration.• Team's accomplishments featured in Business Week, USA Today, CNY Business Journal, Managing Times and U.S. Business Review

Medical device developer/manufacturer of devices used for patient positioning and movement in the acute/home care environments. Sold to a public company in 2006.• Identified a market need and channel for a low cost alternative to expensive capital equipment.• Designed and sourced proprietary consumable and reusable private label products from Mexico and China.• Developed multi-channel strategy delivery of products through independent reps, dealers and the internet.• Grew revenue from $0 to approximately $1M and sold the business to public company in 2006.

Philadelphia, Pa

$200M equity-backed supplier of home medical equipment supplies and services acquired by Air Products and Chemicals. Led sales, operations, and acquisition integrations – 14 sites, 1,200 employees, 6 pharmacies. P&L• Collaborated with CEO and executive leadership in strengthening strategic focus in operations and sales during rapid growth.• Drove product mix, service changes and cost reductions that improved EBITDA 20% and generated $15M in new revenue.• Completed and integrated seven acquisitions. • Led the sales and operations teams growing the business from $90M to $200M in 18 months through acquisition, market expansion and enhanced services – 75 sales professionals; 4 regions.• Sourced private and branded products from domestic and offshore suppliers, consumable and capital.• Restructured the business into a regional model to support the unique customer needs within various geographic regions.

Led the sales, marketing, operations product development for the Personal Care and Long Term Care divisions for a $1B manufacturer and supplier of medical devices and consumables with 15 distribution/ manufacturing sites and 2,500 employees. P&L/Sales leadership• Grew Invacare’s Personal Care Division sales by 8% by bundling products for niche markets and aggressively marketing to previously neglected market segments. Improved margins by becoming one-stop shop. Cut SG&A as a percent of sales by 18% and increased productivity by 10% net each year.• Grew private label sourcing from$10M to $50M.• Reduced freight costs by 7%. Increased facility inventory turns from 11 to 24. Improved 48-hour fill rates to over 95%. Achieved 20% cost reduction on $40 million in purchases by starting a China-based Far East sourcing capability; recruited and built a high-performance team. Generated $15M (12%) in productivity improvements and cost reductions in 2002. Awarded TBM’s “The Perfect Engine”.• Sized the operations to slow the trend of declining margins. Closed 4 manufacturing and distribution facilities in North America, cutting fixed overhead costs, eliminating overcapacity and trimming $15M in annual fixed costs. Built a component and finished goods sourcing operation in China.• Promoted from Business Unit/Group Vice President to VP Operations and Supply Chain in 2000.

Chattanooga, Tennessee Area

VP/General Manager, 1994 to 1997 Equity backed worldwide leader in rehab and physical therapy medical devices and consumables, turned around by several members of the executive team of Stryker Medical Group. • Led the turnaround of 2 divisions of Chattanooga Group. Transformed pre-tax losses to 12% pre-tax profits in 24 months. Reduced overhead costs by more than 50% and increased sales by 40%. Received U.S. patent.• Developed and launched 20+ new products accounting for 90% of Chattanooga Group’s sales after 18 months with margins 50%-80% higher than previous products. Products are still being sold in 2010.• Led the strategy and development of a software/hardware platform to provide customers self-service training which reduced costs, made the sales force more productive and improved training effectiveness. Featured in INC. Magazine, 1997.• Developed alternative sources for private label capital and consumable products, domestic and China.• Led a cross-functional team that reengineered the product design, production methods, reduced cycle times by 45 days, component SKUs by 90%, and product costs by 50%.

Kalamazoo, Michigan Area

Promoted to lead one of Stryker’s most ambitious development projects after serving Stryker in increasingly responsible positions in operations, materials, quality and regulatory affairs – 3 manufacturing sites; 200 employees. P&L

Mba, Operations/Supply Chain

Ba, Science/Business

Activities and Societies: Delta Sigma Phi

Lean Certified, Lean Practitioner/Implementation

Green Belt

Cfpim, 1991

General, Pre-Med