Jay Palin Email & Phone Number

Alexandria, La, Us

Springfield Township, New Jersey, Us

Introduced collaborative leadership to the workplace and made operations more consistent and sophisticated—formalizing SOPs and improving reporting, processes, compliance, and efficiency. Corporate responsibilities included real estate, remodels, relocations, process improvement and standardization. (Contract Consultant: 2013–2015)Transformation: Implemented LEAN methodologies, fostered a positive work culture, improved communications between pharmacies and operations, renegotiated contracts with customers and vendors, introduced automation, KPIs, and accountability.The Upshot: Reduced late delivery departures by nearly 90% in less than a month. Significantly increased EBITDA in 3 months. Grew job satisfaction and reduced turnover by more than 50% after 9 months. Improved ROI by 25%.

Baltimore, Md, Us

Provided the stable, supportive leadership that immediately boosted employee morale and job performance. Enabled deep dive into a newly implemented proprietary dispensing automation system to optimize utilization.Transformation: Implemented LEAN daily management and continuous process improvement. Introduced process changes that immediately reduced customer issues and allowed time for a more comprehensive operational review and process reengineering. Migrated all patients to the automated dispensing system.The Upshot: Reduced late deliveries from 6 hours to less than 15 minutes in the first month. Improved frontend processes by 80% and manual productivity by 63%. Grew EBITDA significantly in the first year.

Louisville, Kentucky, Us

VP CORPORATE OPERATIONS (2009–2011)Consolidated and centralized ancillary functions (medical records, consulting services, account management, IV services, after-hours services) as part of post-merger integration efforts of PharMerica and Kindred Healthcare, a newly formed multibillion-dollar enterprise.Transformation: Led complex centralization and consolidation of enterprise functions, including pharmacy-specific medical records that required process changes and training programs both internally and with each customer. Clearly communicated goals and expectations. Focused on maintaining relationships with customers.The Upshot: Completed centralization, standardization, and consolidation efforts on time and on budget. Achieved 97% retention rate among customers affected by systems change.VP REGIONAL OPERATIONS (2004–2009)Initially led operations of a 14-pharmacy region that had ranked last among 5 regions for 4 consecutive years. The region had several GM vacancies and inexperienced GMs. Due to siloed organization of pharmacies, there was no communication, SOPs, or standardized training.Transformation: Executed a sweeping transformation of the region (that expanded to 37 pharmacies). Filled open positions. Created a comprehensive training program for all management and sales to clarify expectations and goals. Changed culture of isolation to one of collaboration, cooperation, and consistency.The Upshot: The region became a high-functioning, top producer that finished #1 or #2 for 3 consecutive years in revenue, EBITDA, customer service and retention. The makeup of the region changed substantially in the years leading up to and after the 2008 merger of PharMerica and Kindred.GENERAL MANAGER, 2003–2004Developed inventory best practice that was adopted company-wide.

Created a top-performing district from one with historically below-average revenue and EBITDA.Transformation: Changed company culture to one focused on customer service and long-term customer relationships and converted the business model from dollar-based to value-based.The Upshot: Created the top-performing district company-wide in revenue dollars and EBITDA for 4 consecutive years. From 2000 to 2003, the district was #1 of 100+ districts in revenue generation, EBITDA $ and EBITDA %.