• Supported the HL7 DaVinci Project, a multi-stakeholder/SME collaboration from Hospitals, Insurance Companies, and top IT vendors, dedicated to addressing the unique requirements of the Value-Based Care Community in Healthcare while adhering to all CMC Standards.• Implemented 3 version upgrades to 3 different HL7 Standard programs within 4 months. • Accelerated program design changes via the Jira ticketing system within the 6 top programs along with documenting requirements, meeting minutes via the Confluence system.• Facilitated the Program Directors in strategy sessions to realign priorities and gain sign off within 6 weeks for the FAST Security program.• Managed the new client member program on boarding introduction, contract approval, training, and invoicing procedures for both the DaVinci and FAST programs.• Laid off after 6 months as company missed yearly budget and owner decided to sell the company.

Collaborated closely with Cardinal Health's Global Medical Product Marketing Leadership to spearhead the coordination and management Product Lifecycle Management (PLM) of crucial new product launches. This included overseeing the introduction of the Kangaroo enternal feeding pump, a new enternal feeding kit for home use, as well as the development and execution of the global strategy for exam and surgical gloves that hit new product revenue and sales goals. Experience in discussing and communicating scientific concepts and understanding of global regulatory guidelines and their applications for guidance for labeling. Orchestrated the program-level breakdown of tasks across various global teams, encompassing clinical, regulatory, medical device, commercial, and key functional stakeholders, as well as leadership and governance boards. Identified interdependencies and devised release plans, proactively addressing roadblocks to ensure smooth product execution and successful launches. Additionally, supervised external vendor activities and relationships integral to program support. Provided regular updates covering program status, risk assessment, mitigation strategies, and scope changes, ensuring transparent communication and alignment across all stakeholders.

Directed the implementation of TeleTracking's SAAS solution Clinical Workflow Suite (CWS) across multiple hospitals within the Tenet Health's network. This involved seamlessly integrating the CWS with the EMR system (Cerner) and meeting HL7 interface specifications. Enhanced hospital operations, ultimately ensuring that every patient receives timely care without enduring wait times.

In charge of implementing operational goals for priority contract manufacturing suppliers (Cardinal Health & Medtronic) within the Medical Global Sourcing & Procurement division. Key responsibilities were product sourcing, ensuring product quality met CAH's KPIs, managing supply risks, enhancing supplier performance, reducing costs, fostering supplier diversity, optimizing working capital, and nurturing supplier relationships. Maintained effective governance model and IT system for optimal alignment with all impacted stakeholders in Procurement, Manufacturing, R&D, Commercial, and Quality. Possessing extensive expertise in delivering Class II (FDA) and Class IIa/b (EU) medical devices, as well as comprehensive knowledge of relevant medical device standards across key global markets and adeptness in overseeing external vendors. Conducted monthly operational and quarterly business reviews with priority suppliers, serving as the primary point of contact for handling supplier escalations.

Implemented continuous improvements across all 30 manufacturing sites in Nuclear Pharmacy Services to enhance operational efficiencies and reliability. Led three out of the top five programs aimed at achieving profit and loss (P/L) goals. Managed a three-year upgrade program for critical production equipment across all 30 Nuclear Pharmacy sites, resulting in a cost avoidance of $13 million for Cardinal Health. Oversaw the validation of manufacturing processes (Installation Qualification/Operational Qualification/Performance Qualification). Spearheaded a partnership between Cardinal Health and The Ohio State University Hospital to develop research drugs for The James Cancer Research Center. Collaborated with Quality, Environmental Safety, Production, Research, Physicians, and Pharmacy teams from both entities to install equipment, establish operational standards, and conduct pre-trial to production runs while adhering to FDA and cGMP guidelines.

As a Project Manager/Consultant at Cardinal Health, spearheaded initiatives aimed at enhancing the Pharmacy department's online eCommerce ordering system, "Order Express," as part of enterprise platform enhancements. This involved increasing server capacity and piloting a new eCommerce enterprise search system in collaboration with IBM. Additionally, provided support to Cardinal's Pharmaceutical eCommerce Digital Marketing program, focusing on improving the speed and quality of marketing campaigns to expand market share. Activities included implementing Order Express enhancements and upgrades, installing a big data analytics platform (HaDoop), and selecting and installing a new Campaign Management workflow system. Furthermore, offered support to Cardinal's new business model, "Specialty Solution Cancer Services" within the Pharmacy division, by aligning communication strategies and implementing Six Sigma operational best practices in inventory and purchasing areas.

Successfully managed Hospital Operation teams toward various goals including full Hospital wide implementations, system upgrades, Healthcare interoperability HL7, Electronic Health Records (EHR/EMR), APIs/Webservices and operational process redesigns directly impacting patient care. Corporate Finance:• Marion General Hospital PeopleSoft/Supply Chain conversion project to OhioHealth Corporate Finance systems• Converted Grady Hospital’s legacy finance system to OhioHealth’s Corporate system • Managed project for Accounts Payable team for single credit card vendor payments with JPMorgan Chase decreasing timing for account receivables • Upgraded Grady Memorial Hospital's financial system that included a double version jump in less than 6 months to hit end of the year conversion date to corporate system for new fiscal year reporting. Corporate Supply Chain:• Directed cross-functional teams from Corporate HR, Supply Chain, Finance and IT to implement PeopleSoft(ERP) to Grady Memorial Hospital and Marion General Hospital. Met goal of acquiring both hospitals in OhioHealth’s corporate systems to manage the hospitals from the Corporate location. • Led conversion of new Supply Chain inventory handheld bar code/scanner technology throughout OhioHealth Hospitals. Increased inventory accuracy while reducing restock time.Hospital Communications:• Led OhioHealth’s Transfer Center program to improved patient throughput timing in ERs and discharge. Centralized Grant, Riverside and Doctors Hospital’s patient transfer call centers into one location improving patient transfers. Team won OhioHealth’s Corporate PRISM award for Systemness 2011.Consolidated Hospital Phone Operators from four OhioHealth Hospitals to one 24/7 center, streamline all emergency code procedures. Automated OhioHealth's Physician on call scheduling system to improve response times for Physicians hand offs in ER admissions to meet Joint Commission’s requirements.

As a Department Manager, oversaw personnel operations and procedures for a team of 20 staff members. Managed various aspects including budgets, purchasing, compliance with import regulations, risk management, and inventory control for a 65,000 square foot warehouse. This facility housed a monthly inventory of 30 million plastic and automotive parts.

Accountable for the achievement of various international IT projects aimed at facilitating the development and deployment of new IP VPN products (utilizing Cisco/Nortel technology). Responsibilities encompassed overseeing beta product releases, as well as managing the design, installation, implementation, testing, and ongoing support phases of the projects.

Supervised the management of $95 million worth of parts supplied to Honda of America Manufacturing, overseeing distribution to all Engineering departments, Research and Development (R&D), and Tier One suppliers.