Gary Stuart Email & Phone Number

Tampa, FL, US

Tampa/St. Petersburg, Florida Area, Nashville, TN

Tampa/St. Petersburg, Florida Area

Transitioned business from founder-led CEO within 45 days and achieved the following (top 10 listed): 1) record sales, revenue and operating income results in first year (2018) as company's President, 2) recruited and on-boarded new leadership team, including key roles in Sales, Marketing, Finance, Product and Talent Acquisition, 3) implemented Customer.

Nashville

Recruited by founder and CEO to advise company on strategy and assist in market development.

Greater Nashville Area, TN

Recruited by Managing Directors to advise company on potential acquisition in healthcare space.

Nashville

• Responsibilities and accomplishments include:
• Post-reorganization (shifted from customer verticals to product P&Ls), asked by the CEO to centralize and lead the Sales function across Change Healthcare.
• As CRO in 2015, our team’s accomplishments included: 2 of the 5 segments, Pharmacy and Clinical, had all-time record years, the 3rd, Payer, exceeded plan by over 120% and a 4th, Digital (Inside) Sales finished at 100%.
• Standardizing our Sales Methodology and leveraging a common CRM, Salesforce, to ensure consistent sales discipline across all customer segments. More specifically, throughout 2015 we created an Emdeon branded Sales.

Greater Nashville Area, TN

• Key accomplishments include:Responsibilities include:
• Senior executive in charge of the company’s largest business, Payer Services, representing $900 million of the estimated $1.4 billion in Emdeon ’14 revenues.
• Under my leadership, driven through acquisition and organic growth, the division grew from $175 million with a single line of business (Electronic Data Interchange – EDI) to a $900 million diversified and multi-faceted.
• 1 of 3 senior executives leading the divestiture of 52% of the company to General Atlantic through a formal 9-month process whereby potential strategic and financial buyers and their respective teams evaluated the.
• 1 of 3 senior executives leading the divestiture of the remaining 48% of the company to Hellman & Friedman in 2008.
• Estimated to be more a $200 billion problem in healthcare, I identified “Payment Integrity” as a strategic market for Emdeon and led the evaluation of multiple acquisition candidates and an eventual acquisition in.

Greater Nashville Area, TN

• Responsibilities and accomplishments include:
• Reporting directly to Emdeon’s CEO, responsible for identifying major market trends and requisite modifications to our overall business strategies. Direct, lead and participate in major business development / merger.
• Renegotiated vendor agreements with 2 of top 5 vendors, including an agreement with our major competitor,
• Lead identification and purchase of company with value-added services that complement our existing suite of e-Services.

Greater Nashville Area, TN

• Responsibilities and accomplishments include:
• With a staff of ~30 Sales and Account Management personnel, responsible for driving revenue growth into a customer base of over 1,100 payers, with a focus on the top 50 payers, by cross selling our Business Processing.
• Recruited into the position by WebMD’s divisional President to drive integration of disparate Sales forces as a result of 3 major acquisitions. Integration efforts have included:
• Consolidation of Sales automation tools with migration to Siebel’s latest release,
• Assessment of Sales staff, forced turnover and recruited new members better suited for selling the complete BPO suite of services,
• Created consolidated sales forecasting methodology, market opportunity assessment and management Sales reporting against the opportunity

Greater Nashville Area, TN

• Responsibilities and accomplishments include:
• With a staff of 115 Sales and Account Management personnel and a $260M+ revenue objective, responsible for driving revenue growth into a customer base of over 1,100 payers, 300,000 connected physicians and 600+ channel.
• Recruited into the position by WebMD’s CEO, quickly turned around a Sales division that lacked leadership, sales management and core disciplines and customer focus.
• Eliminated ‘dead-wood’, under-achieving Sales personnel within first 90 days of accepting position,
• Re-organized Sales organization to improve Sales focus and service by aligning staff with key vertical segments,
• Established Sales metrics and benchmarks for 2003 business plan,