• Leads a team responsible for providing project management resources and discipline to the Spend Management business unit, driving the reinvention of the Global Procurement Organization (GPO) to support successful outcomes.• Collaborates and partners with senior leaders and managers across Spend Management to identify, challenge, and reengineer existing processes, achieving improved outcomes, scalability, efficiency, and accountability.• Develops, tracks, and reports on OKRs, metrics, and key performance indicators for the business and various personas across Spend Management, ensuring alignment with strategic objectives.• Creates and leads the execution of plans to gain efficiency, throughput, and capacity across Spend Management, ensuring results materialize into quantifiable financial impact.• Provides leadership in determining and executing solutions that leverage and maximize technology, systems, and automation to reduce manual intervention required for accurate contract eligibility and activation.

• Responsible for advising supply chain domain leadership on key strategic issues, facilitating the development of project deliverables associated with strategic and business planning activities, serving as the primary owner of key outcomes related to strategy execution, and actively managing priority initiatives to achieve the domain’s business objectives.• Built and maintained credibility and trust across the supply chain domain and in adjacent areas of the business to support effective design and execution of domain strategy.• Partnered with the VP Enterprise Planning and the AVP Business Strategy to develop and refine multiyear strategic priorities to drive growth of the supply chain domain.• Led the development of detailed implementation plans that enabled domain strategy, including building out the M&A roadmap and developing business cases to justify investments organically and inorganically.• Actively managed the execution of strategic initiatives outlined in the domain strategy, including monitoring, and reporting on key performance indicators and maintaining a pulse on competitor activity.• Contributed to the design and implementation of the Office of Strategy Management operating model to progress the overall value proposition of the team.

• Responsible for leading, collaborating, and coordinating efforts across Dignity Health functions and entities to achieve successful financial performance under value-based agreements. Managed capitated and risk-based contracts, provided insight, leadership, and creative solutions for improving financial and operational performance.• Responsible for the development, implementation, and management of current and new contracts, as well as the expansion and enhancement of current services, including facility based services, physician services, and JV’s.• Supported the facilitation and collaboration with physician, division, and hospital leadership to align on the strategy for managing risks. Led and managed the implementation and performance of value-based contracts.• Worked collaboratively with the Service Division CFO, Hospital CFO's, and Medical Group CFO's, Care Coordination (Hospital, Service Area, Medical Groups, and Dignity Health Medical Foundation) and GSD hospital leadership to monitor, standardize, and improve the utilization and financial performance by implementing evidence-based processes, policies and procedures, tools, and techniques to deliver quality care.• Managed business analytics team to ensure accurate and consistent financial/utilization reporting across disparate data sources. Collaborated with IT to mitigate IT system and data availability impacts on budget performance.

Assisted with a network optimization project to reduce freight costs and improve distribution logistics. Significant analysis went into determining optimal location for distribution centers, strategically sourcing freight contracts, and reducing the overall distance traveled for products from creation through sale. Engaged by a multinational personal care and home cleaning products company to build two distinct planning and procurement tools: 1) to gather and integrate information sufficient to provide visibility on costs to serve the customer base with regards to orders, freight, warehousing, and customer deductions, and 2) to collect and assess information needed to improve demand forecasting and the cost-effective purchasing of raw materials.Retained by a private equity firm to conduct an operational due diligence review for the acquisition of a contract manufacturer. Analysis considered existing operations, the competitive landscape, direct and indirect spend, working capital, and process maturity.

Hired by a large managed care consortium to standardize practice, improve patient satisfaction, and normalize performance metrics across 7 clinical contact centers. Engagement resulted in streamlined evaluation criteria, improved assessment models, optimal organizational design, and stronger knowledge of how key performance benchmarks are tied to member experience.Engaged to conduct a work order performance analysis for internal IT functionality with the goal of improving employee outcomes, minimizing response times, and producing a more effective and normalized internal IT experience.Enlisted by a large health insurance company to provide interim management and strategic advice for the development of a new future-state operating model to improve their product filing process. Project outcomes addressed immediate management shortcomings and also delivered long term capability improvements.

Part of the team retained by a multinational pharmaceutical distributor with an annual revenue of over $100 billion to execute and coordinate a complicated SAP upgrade initiative that directly impacted many levels of workstreams, vendors, departments, strategic needs, and technical demands.Reduced the ongoing category spend for snacks, meats, dairy products, baked goods, produce, and freight for a VC-backed company committed to providing over $1M healthy, affordable meals in schools each week.Program managed the creation of a software platform for use in Intensive Care Units (“ICUs”) that would centralize patient biometric data and healthcare records for the dual purposes of reducing preventable harms and increasing the medical staff’s ease of access to the information.

Helped an emergency roadside assistance company recover from significant cost overruns, declining performance, and a lack of overall transparency in its emergency road service (“ERS”) products. Reduced the ongoing spend in four top COGS categories (Contract Manufacturing, Chemicals, Freight & Warehousing, and Packaging) for a personal care and home-cleaning CPG company that focuses on innovative designs and environmentally friendly products at affordable prices.Performed a failure analysis for a large healthcare insurance company’s product configurations. A&M was able to leverage its success in the analysis work and process improvement evaluation into an extension of work overseeing the implementation of strategic solutions.Oversaw the implementation of a new T&E system to support a healthcare provider compliance initiative. Ultimately the new system and shared service organization assisted employees across 14 different locations of a medical technology company that researches, develops, markets, and sells its diverse product lines and instruments globally.Optimized the supply chain and to achieve best total value from their suppliers of the leading manufacturer of structural connectors and construction anchors in the United States and Europe.

Increased territory sales by 35% and advanced to top 15% of the western regional sales force within 6 months of accepting the position. Expanded market penetration by aggressively seeking out previously untapped opportunities, conducting comprehensive market analyses, and building more than 250 new client relationships. Assumed a team leadership role by encouraging strong communication, emphasizing innovation, focusing on improving team dynamics, and demonstrating a commitment to professionalism.

Managed more than $35 million in large scale project portfolios which provided concrete forming solutions to general contractors for use on large scale construction projects. Reduced costs by improving the allocation of engineering resources and instituted methods for prioritizing projects based on scope, value, and personnel capabilities. Improved corporate efficiencies and increased team performance by creating technical primers for product and engineering concepts to be used by non-technical territory managers. Mentored direct report engineers and drafters; conducted performance reviews.

Analyzed client needs and limitations as well as prepared technical designs for large-scale construction projects to implement the most efficient use of equipment. Partnered with clients to coordinate and provide pre-sale engineering support.

Built relationships with more than 200 physicians and advanced to top 30% of western regional sales force within 6 months of accepting the position. Maximized a limited marketing budget by analyzing industry trends and targeting leading neurologists.

Directed a team of quality control inspectors for a production line valued at more than $30 million and ensured the product line’s compliance with applicable governmental regulations. Proposed and implemented policies that reduced the average product repair time by 40% while also reducing the number of product returns by more than 25%. Collaborated with international and domestic suppliers by leading on-site audits and implementing corrective and preventative actions to improve product quality.