Responsible for delivering Csquared Health’s mission, vision & value proposition at as high a level as possible inside the IDN to clear the way for all product lines and programs. Set meetings with key, influential executives of large health systems to communicate and discuss CSH’s value proposition in the market.Between CSH and MDT I have successfully initiated, cultivated, negotiated and executed contracts with > 85% of the IDNs in the Central/Western US including but not limited to Kaiser, Common Spirit, Providence, IHC, UC System, Banner, Sutter, Peace, Honor, Baylor Scott & White, BJC, Stanford, UofU, UCH, OHSU, UW, UTMD, Dignity, Mayo, Mercy, MHHS, Methodist, Ardent, Northwestern.

Spearheaded the integration of the $200M Hernia business unit with 120 reports into the $2B Stapling and Advanced Energy business unit with 600 direct reports. Led in a dual role with national responsibility on the $200M Hernia side of the business and a 14-state area team of 60 direct reports for stapling and advanced energy. The intricate two-year process required extensive cross-functional strategic partnerships to be established and nurtured with the Executive Suite, Finance, Marketing, Sales Training, Sales Ops, and the Senior Field Leadership team. ✔ Led area sales for stapling, access, instruments, advanced energy, electrosurgery, and hernia portfolios for a 60-person field sales organization with $200M in annual revenue. Implemented the entire fiscal year planning process for the North American sales force. Liaison to marketing, finance, training, and a third-party consulting partner, and responsible for the work streams of compensation plans, territory design, promotions, playbooks, annual performance goals, and sales contests.

Orchestrated, created and drove strategic partnerships between the field team and marketing, finance, and sales operations. National Hernia sales lead accountable for P&L and revenue goals for a 120-person field sales organization with $200M in annual revenue, reporting directly to the Global General Manager. ✔ Led area sales for stapling and energy for a team of six regional managers and 45 sellers with $120M in annual revenue. Achieved three-year average of 12% YOY synthetic mesh growth vs. 3% market growth rate. Achieved President’s Club Award for FY 2016, #1 Performing Area.

Oversaw this startup division, charged with area sales of synthetic mesh and biologic hernia implants to hospitals and major health networks throughout the Western United States. Responsible for all areas of the sales process for a 70-person field sales organization with $100M in annual revenue and charged with building a new sales team.✔ Over three years, hired, trained, and deployed a 150-person sales organization. Selected annually to captain cross-functional fiscal business planning process, partnering with finance, marketing, and sales ops to deliver compensation plans, quota distribution, spiffs, and quarterly business reviews. Negotiated with primary clinical and administrative decision makers for strategic IDNs. Key wins include Kaiser Permanente, Providence Health, Banner, Intermountain Health, and Common Spirit Health. Yielded $135M in incremental revenue.

Led area sales for suture and topical skin adhesives to hospitals and major health networks. Conducted an extensive analysis and evaluation of the existing field sales team and assessed the health and growth opportunities of existing customers and the pipeline. Collaborated with the Vice President of Sales to create sales goals, quota assignments, performance metrics, and sales and budget forecasting. ✔ Selected as the work stream leader for sales force reorganization around a new segmentation model designed to accelerate market share growth. Key conversion wins include Scott & White, Providence Health & Services, University of Texas MD Anderson, and Baptist St Anthony’s. Grew 106% YOY, the #1 Area for growth, while the company grew 101%. Within 18 months, the team returned to positive growth and won Area of the Year in the second year. Awarded Area Vice President of the Year and President’s Club in FY 2005 and 2007.

Recognized for growing sales at the highest rate in the surgical implant division of this dental equipment manufacturer. Promoted to turn around declining sales revenue growth in the Eastern US. Led the Eastern US sales team with $62M in annual sales and a $19M expense budget. Managed eight Regional Managers and 55 Outside Territory Managers. ✔ Developed annual sales and expense budget in support of divisional strategy objectives. Implemented a new targeting, planning, and inspection process to validate opportunities. Within two years, the team became the top performing area for its reestablished growth rate and performance.