Diane Gibbs Email and Phone Number

Executive service leader responsible for the GE – Adventist Health partnership ensuring imaging, biomedical & Lab teams are meeting / exceeding service level agreements, operational standards and compliance within the 22-hospital system. Program management to include strategic capital planning and standardization of assets throughout the network ensuring clinical requirements are met and solution is cost effective.• Led the integration, on-boarding, physical inventory, and financial reconciliation of over 77,000 medical assets and 70 new employees in 19 Adventist Hospitals.• Co-Developed a 5 year capital planning matrix, streamlining for the markets an EOL asset replacement assessment to provide better planning, standardization & cost of ownership, removing old / high cost equipment and negotiating training and expertise across all the markets. • Active member of executive Governance Committee charged with aligning outcomes focused on supporting AH’s strategies; Facilitate AH growth by improving access to the right equipment, at the right time, for the right need; Reduce the lifetime cost of owning and operating our clinical equipment; Support the transformation of how AH delivers patient care by introducing new products and analytics

Responsible for US Surgery service revenue and margin growth through the creation and improvement of service products & solutions. Provide strategic direction & definition for service products & segments while driving cross-functional business engagement. Created service marketing campaigns and materials to match with a customer centric strategy and supported US and global initiatives. • Designed and published new Disposables & Accessories (D&A) interactive catalog growing eCommerce revenue by 2000%.• Launched contract pricing models for three NPIs, designing service offerings and associated marketing materials.• Supported global regions with marketing materials and new D&A for NPIs.• Collaborated with Service managers to design strategies to deepen relationships and grow share of wallet with

Led the Surgery growth and service delivery imperatives for the West Zone. Directly managed two service managers (DoS) and indirectly 40 non-exempt field engineers. Created and executed plans designed for organic and sustainable growth while owning the zone P&L, and operational and customer service metrics.• Created West Zone growth strategy increasing revenue ~6% YOY, recognizing field service contributions and deepening customer relationships with the DoSs• Launched Reliability campaign utilizing best practices from USCAN to reduce labor and material costs and improved customer satisfaction. VCP gains of ~$200k on 33 systems• Created and led VCP initiative to bring installation of externally manufactured devices (NuBoom) in-house; managed vendor negotiations, created SOW, and communicated and monitored new processes. Realized savings of over $360k in 18 months• Participated as a member of the Steering Committee for the Bay Area Women’s Network coordinating events with Terri Bresenham and Jeff Immelt

Developed and led a complex service organization with P&L responsibility ($21M) in the SF Bay area. Managed 29 Field Engineers installing and repairing imaging equipment. Cultivated and grew customer relationships through a tough economic period, growing revenue YOY. Collaborated with account management team to ensure we exceeded customer expectations to drive growth. • Earned Service Excellence award – Top Service Manager in US / Canada. (2011)• Deepened relationships with key customers (UCSF, Kaiser, John Muir Medical Center) by actively engaging with hospital leadership, addressing issues efficiently, and leveraging the value of GEHC to provide solutions and value. • Active participant on In-House Council charged with redesigning service delivery models to support a growing and changing customer requirement for support• Drove “Service Re-Imagined” initiatives, collaborating with the bay area team to prepare for structural changes affecting service. Partnered with peers to initiate a cohesive plan driving change while improving morale• Managed a challenging / changing workforce with a high turnover due to cost of living in the bay area. In concert with South Bay DoS, successfully changed our hiring model to improve longevity and stability of the team

Managed the Operations / Logistics team for eight facilities – 17 employees delivering time-critical services for the sales team by strategically planning and coordinating resources and driving business process improvements.• Reduced supply chain costs by 10%. Increased sales revenues 14% in 2006 / 20% 2007.• Introduced and facilitated ‘work-out’ and process improvement with inventory specialists nationally resulting in development of operational standards and web based policy & procedures.• Co-led National Logistics Operations team for 6 months (Two-In-A-Box) during search for Director of Regional Operations.• Designed and developed operational training programs for field logistics team resulting in standardized education programs improving the expertise of the team nationally. • Deployed seven new reconstructive products working closely with sales team to meet and support targeted surgeon goals. Developed and led Trauma “trunk stock” program in the west – driving trauma sales through supply chain efficiencies and availability. • Created and developed West Region ‘Centers of Excellence’ in key areas to provide additional support to operations and sales teams.

• Directed the development and management of a new healthcare team delivering $10M in sales in the first year. Responsible for overall solution identification, development, and go-to-market strategy.• Integrated current service and sales offerings for the emerging ‘paperless’ healthcare industry leveraging relationships and experience with GE Medical Systems to provide an integrated solution to healthcare providers generating over $3.1M in sales. • Led the newly created Healthcare ‘Boundaryless’ sales team for Northern California. Generated over 30 leads and over $5MM net new business. • Represented GE ITS with other GE executives proposing, developing, and negotiating comprehensive hospital building projects required as a result of California seismic regulations. • Personally managed Kaiser Permanente relationship at the senior executive and C-level.