The Geiger Group supplies Healthcare providers, vendors/distributors, private equity groups with access to qualified senior level executives for a fraction of the cost of employing one full time. Over the last 30 plus years we have developed programs incorporating highly productive intentional cultures with a focus on procurement/materials management & supply chain areas to drive significant efficiencies and savings. Key value adds include: - Deep understanding of the group purchasing sector due to having personally spent most of my career utilizing services that are not always intuitive to access; - We deliver value to our clients by utilizing leadership expertise, motivating cross functional teams and partnering with vendors considered to be leaders in the industry, no matter how difficult the project and time demands. - We have a reputation for an unwavering commitment to the highest level of business and personal integrity, while maintaining savvy yet fair negotiating skills to the benefit of our clients. - Our brand is recognized across the industry for professionalism, industry knowledge and executive leadership as we have created business models for companies to implement intentional cultures to foster strong teamwork and high levels of productivity. With the Geiger Group, you capture 30 plus years of healthcare knowledge at a fraction of the cost: - Infusion process expertise- GPO do's and don'ts- Core manufacture relationships- Distribution expertise What you get: - Improved margin- Inventory optimization- Contract negotiations support- Procurement policies and procedures design and implementation- Expertly trained buyers- Highly effective and profitable manufacturing relationships- Enhanced strategy creation and collaboration with senior team- Reimbursement optimization- GPO relationship management & pitfall avoidance- Multi-discipline project management enhancements- Senior executive leadership training

HomeChoice Partners, A DaVita owned company is an amazing business with a family owned culture, quite rare for a member of an international corporation! Throughout my tenure I was fortunate enough have full autonomy of all procurement and supply chain matters which enabled me to implement and foster a foundation supporting both short- and long term strategic growth. One of the most enjoyable aspects of this job was the visceral level of our business interactions, working with people and teams while utilizing my healthcare, procurement and supply chain expertise. The caliber of my business partners, both internal and external are top notch and we worked very well together, ensuring quality and bottom line goals were met. Whether working with clinical to acquire drugs and supplies, or with vendors to leverage their programs, or simply on physical layouts of a storeroom we developed ongoing trust and respect which defined our culture. Good cultures are deliberate and don't just happen. Our focus was to live and breathe a deliberate culture remembering "all for one, and one for all" to drive daily routines and we lock back upon each accomplishment with pride as we owned individual responsibilities and allowed the executive team to focus on leading and driving strategic growth initiatives.

Contracts and distribution is all about delivering value and while concepts are consistent… perception is not. My tenure at Innovatix allowed me to assume full responsibility for a blend of contracts across diverse classes of trade in healthcare as well as private equity venues in non-healthcare sectors. During this time I developed defined value principles: 1) Be knowledgeable as to who you work with2) We are all in "this" together3) Reaping value from a GPO is not intuitive At the end of the day, it is not how many contracts you have or how many customers you have on service. Value is how many customers understand the value link and know how to fully leverage this asset.

Many companies struggle to provide the best healthcare possible in the home, while dealing with misaligned reimbursement programs, making survival challenging. Industry consolidation is rampant merging corporate cultures with diverse strategies. In this environment we were able to take a financially devastated company, turn it around, and create a strong organization that continues to thrive in its industry leadership role today. One of the most satisfying accomplishments in my career came to me at Coram where I had the opportunity to create a cross functional, multi company team and build a program 13 years ago to manage assets that has become an industry standard today. We were successful for several very good reasons. I had a wonderful opportunity to work with some of the smartest business people in the industry. Responsibility, accountability and loyalty at Coram are way more than words on paper. They are embedded into Coram’s culture - a way of life! It was a privilege to serve such a knowledgeable, dedicated team that taught me success is a journey. The competitive marketplace in health care is an intense environment and the lessons learned during my tenure at Coram to this day provide me with the expertise to see obstacles and problems as challenges and opportunities.

This was my first foray into “Big Corporate America” as Olsten provides home healthcare market services across over 500 nationwide locations. Olsten’s culture is extremely strong and was conceived from a melding of numerous acquisitions. As my skills and expertise originated from the hospital, acute care market, my initial assumption included the utilization of exponential leverage as part of a large, national company and "getting" good contracts would be easy. In reality, just being big was not good enough. When working with suppliers, I discovered three basic elements are important to achieve success. A) Contracts must be a win/win for all parties. B) Contracted supplies, services and products MUST include commitments. C) Bills must be paid in a timely manner. The alternate site market is unlike the traditional hospital model. Vendors require direction and knowing the nuances of the market is critical to the future of healthcare. End of the day, we achieved tremendous outcomes by collaborating and achieving a clear vision and mutual understanding, then working the program with our business partners. True value became quickly recognized by our vendors and they became eager to participate in the process as new contracts became available.

Joining Christiana was very exciting. My tenure began shortly after a merger of multiple hospitals. A new complex was just being built from the ground up, and had the potential to become one of the most elite healthcare facilities of its time. This amazing situation provided an opportunity for me to take a brand new location, design physical layout of the storeroom, logistics of distribution within the hospital. We also were able to design and launch several highly innovative programs utilizing the supply chain and helped vendors to leverage investments they made to provide state of the art, efficient services. By implementing and utilizing one of the finest fiscal and materials management systems, we were able to precisely set and achieve targeted goals for inventory levels, inventory turns, deliver schedules etc., which returned significant value. In short order we became recognized as the top ranked hospital nationwide, with over 1,000 beds, for implementation and utilization of a software program by our software vendor. We were also recognized by CIO Magazine for “Best Return On Investment” for implementing software in all industries. While the rewards and recognition associated with them were beneficial to everyone involved, my greatest joy was the sense of pride and being able to get a good night’s sleep knowing we were producing the best possible results and contributing to the overall fiscal health of the medical center.