Private equity-backed United Urology Group is the nation's premier urology network, comprising of 220+ urologists and APPs located in Delaware, Maryland, Tennessee, Colorado, and Arizona. Responsible for field customer service, category management (including strategic sourcing and value analysis), inventory management, clinical equipment maintenance, and accounts payable. Key member of cash management, new service line, and capital committee teams.

Strengthened in-office dispensing operations at managed practices. Created new Director-level role through which all market-level pharmacy technicians report. Improved operations and compliance through a combination of workflow/system enhancements, creation of audit preparedness and response program, and enhanced KPI reporting. All efforts were in addition to current duties.

Built the Supply Chain Management department from the ground-up. Launched a fully integrated procure-to-pay system that resulted in a centralized accounts payable program, dramatically shortened month-end inventory close routine, and enhanced cost visibility. Created short-term hub and spoke distribution model for PPE during COVID-related shortages. Put in place centralized sourcing program. Negotiated best-in-class medical-surgical distributor, pharmaceutical wholesaler, and key equipment supplier relationships. Developed standard template for medical equipment in support of eight de novo ambulatory surgery center builds, creating budgetary and project phasing cash controls.

Converted two cash flow negative residential properties into cash flow positive investments. Fully managed all aspects, from hands-on maintenance to tenant relationships. Divested once real estate prices hit record highs.

Assisted the healthcare industry in the development of supply chain standards specific to contract administration and price assurance, improved end-to-end product visibility, and e-commerce. Specific achievements included the roll out of standard chargeback rejection codes and the priority of their processing, EDI 845 CSV replication toolkit, SBAR Report on Shortages/Backorder Event, and Demand Planning Roadmap.

Built and managed health system contracting program with total value exceeding $400 million. Contract portfolio included local (approximately 90% of annual value) and GPO contracts. Subject matters included physician preference items, purchased services, pharmaceutical wholesalers, acute and ambulatory medical-surgical distribution, software/licensing, business associate agreements, and leases. Owned full contracting life cycle, including vendor identification/qualification, request for proposal, and custom terms and conditions consistent with the Mercy Board-approved standard. Responsible to engage directly with physicians, practice leadership, nursing of all levels, department leadership, buyer-level staff, and attorneys. Directly managed staff that included supply chain database and contracting support.

Fully developed and led hospital's value analysis program. Program included Perioperative Services, general medical-surgical, and various ad hoc teams. Responsible to engage directly with physicians, practice leadership, nursing of all levels, department leadership, and Buyer-level staff. Directly managed supply chain analytics and data management team.

Served as Dedicated Advisor Team Lead, personally managing 21 client accounts and up to four directly reporting Dedicated Advisors. Total (directly and indirectly managed) client pool was up to 70 individual accounts. Served as supply chain subject matter expert and (sales) product side support during the startups of Higher Education services and Sourcing Compass. Program leadership included supporting regional purchasing collaboratives (during each time a direct competitor was running the collaborative) and regional and national member summits.

Managed client portfolio of up to 21 accounts. Subject matter was specific to hospital medical device negotiations support through business intelligence. Business intelligence included supply benchmark pricing.

Reported to National Home Gallery and supported point of sales system automation projects. Worked directly with executive leadership, computer programmers, and Sarbanes-Oxley compliance teams.

Managed database of all contract and retail price point related data for region's Design Centers. Supported five divisions across six state geography. Dual-reported to both sales and purchasing. Directly managed four division-based employees.

Provided ad hoc analysis and negotiations support for regional purchasing team. Promoted out of two year executive training program in five months.