Reporting directly to the VP of Finance, lead a staff of 4 employees responsible for financial reporting, compensation for 600 physicians, and clinical continuity reporting.• Instituted a consistent approach to measure health system “leakage” by payor for NEMG physicians• Developed a single source of truth for the NEMG physician roster• Drove the implementation of new compensation models for both community and hospital based physicians• Managed the annual budget process for revenue, expenses and capital with a cross functional group of stakeholders

Reporting to the SVP of Corporate Strategy of $6B MMS business unit, supported company level strategic decision making by directing projects related to market analysis, industry trends, and identification of strategic needs to fuel growth.• Developed valuation models and led initial due diligence for acquisition targets totaling $1.5B in revenue• Assessed adjacent markets expansion opportunities; buy or build• Developed expansion plan for an under leveraged medical device repair business• Created a business case to integrate a subsidiary, driving $15M in incremental operating profit• Initiated review of field force deployment model, leading to development of alternate selling channels and optimized company sales assets• Formalized GPO Strategy including quote development, pricing rules, and organizational support structure

Reporting to the SVP of Integration and CFO, acting as lead financial liaison on the integration of the combined $6B MMS business. Coordinating successful realization of business case synergies. • Co-led shared account resolution process encompassing $500M in revenue, 1,300 sales professionals and 30M data points• Co-led PC VEI which allowed transfer of $56M from fully commissioned to salary + bonus structure generating incremental operating profit• Lead Lab sales team optimization, $50M, 53 sales reps, resulted in reduced rep overlap and rep location expansion• Finance lead for CCS, tracking & monitoring 200k Ship-To’s, $1.5B in revenue• Finance lead for Extended Care (16) and Primary Care (25) distribution center events

Reporting directly to the VP of Finance, McKesson Medical-Surgical, led team of 4 and acted as finance liaison to the Moore Medical subsidiary of MMS. • Development of Annual Plan, $300M, 10 Markets and 5 Sales Channels • Monthly Forecasting, Projected vs. Actual and reporting out to leadership• Comprehensive reporting and for sales, marketing and operations• Analysis, implementation and maintenance of sales compensation plan• ROI Analysis, development of fiscally sound prioritization for projects from all departments • Pricing strategy development, implementation, testing and communication• Business lead partnering with IT on any sales facing tools• GPO Program development

Reporting directly to the VP of Operations, saved the organization $1M dollars by completing process improvement projects while managing seven Six Sigma Green Belt project managers, who collectively saved an additional $300k. • Drove standardization of freight and fuel surcharge policy• Improved warehouse policies and procedures around picking errors, damaged goods and returns and slow move items• Established margin analytics resulting in $1M of Gross Margin improvement• Enhanced catalog distribution model reducing waste by 25%• Acted as business driver with the IT organization to develop integrated quoting tools for various sales groups to better meet the needs of all customers, including government

Reporting directly to the VP of Finance, Lead a staff of 20 employees responsible for sales reporting, gross profit improvement, cash application, credit and collections.• Worked with two wholly owned subsidiaries to establish sales targets of 180M and $67M respectively• Lead creation of $800M sales plan - 30 cost centers, 3 business units and 400 sales professionals• Developed a $3 million annual sales incentive plan for 150+ telesales, field and inbound call center representatives• Performed controllable expense analysis and communicated action plans to eliminate potential profit leaks• Reviewed monthly and quarterly financial results and provided revised forecasts based on actual results• Developed yearly sales plan both internally and externally• Worked cross functionally with all budget owners to develop expense plans• Developed a monthly sales and financial reporting package for the leadership team• Performed an analysis of our AR Reserve which resulted in a write up of $280k+ at year end

Reporting to the Director of FP&A, responsible for driving op profit enhancement across the organization.• Integral in the development of new sales channel leading to incremental op. profit of $1M• Implemented variable margin hold within JDE resulting in $150k annual benefit• Partnered with outside consultant to identify and track margin enhancement opportunities resulting in a twelve month P&L benefit of approximately $600k• Implemented weekly pricing package to pass along vendor cost increases in a timely manner resulting in a twelve month P&L benefit of approximately $150k• Designed a financial model to deliver a base price for 15k items for our annual buyers guide • Applied “pricing cosmetology” which resulted in a twelve month benefit of approximately $100k