Jillian Edwards Email and Phone Number

CAE Healthcare was purchased by private equity in February 2024 and rebranded to Elevate Healthcare; Key leader on the executive team through the sales, acquisition and transition process. Business unit leader of a team of 14, including business development, engineering, product management, product ownership, program management focused on wing-to-wing customer satisfaction. Responsible for $15M P&L driving orders, revenue and EBITDA for custom simulation solutions for med-tech companies and professional healthcare societies. Responsible for successful release of new product co-branded with American Red Cross for CPR education. • Drove funnel generation of $20M+ in 12 months (900% YoY growth) with focus on emerging/international markets and expanding into current accounts.• Achieved 15pt gross margin improvement through focus on project budget management and product quality & manufacturing.• Redesigned all 15 processes within business unit to drive better product quality and net promoter score (NPS) with key clients.• Developed executive relationships across key accounts: Edwards Lifesciences, Abbott, & Medtronic.• Built and negotiated strategic alliances/partnerships with Augmented Reality companies to enable additional capabilities to the CIS solutions.• Relocated manufacturing from Montreal, QC to Sarasota, FL to gain greater productivity and quality.

Commercial leader for a team of 18 sales professionals in Southeastern U.S., functioning in highly matrix-ed organization. Responsible for annual revenues $100M and orders of $113M in capital equipment business, including Mammography, MRI, CT, Molecular Imaging, Interventional and X-Ray products. Focused on driving market share and profitable growth while delivering positive outcomes for clients. Directly responsible for orders, revenue, customer relationships, issue resolution, pricing, margin, and the hiring and development of new talent.• Drove to culture efforts and re-organization on the Region Board of Directors to deliver an enhanced employee experience.• Redesigned sales deployment strategy to better align strengths of individuals to roles and relationships with clients. • Developed executive relationships across diverse customer base: academic, community, and entrepreneurial clientele.• Secured $44.7M in orders to quota of $28M in Q3 2019 through collaboration with Modalities, Finance and Service Sales.• Delivered 103% of margin target in first 5 months in role through focus on pricing effectiveness and negotiation strategies.

Commercial leader for a team of 7 sales professionals in Southeastern U.S., responsible for annual revenues of $250M, with a focus on growing the services solutions and cybersecurity portfolio within healthcare settings. Promoted amongst peers to lead team due to accomplishments in previous role, leadership abilities and long-term career plans within company. Provided comprehensive clinical service solutions and outcomes-based asset optimization solutions for senior executives and departmental leaders through seamless deal execution and value creation across services & digital portfolio. • Promoted 5 key talent employees into larger business/leadership roles and implemented performance improvement plans for underperforming team members.• Hired, trained and developed 9 new team members by redesigning sales deployment strategy to enhance expertise for our customer base.• Managed key customer relationships and provided the vision, strategy and operational rigor to secure new business totaling $36M annual revenue.• Negotiated and managed regional Group Purchasing Organization (GPO) contract with large client to grow mutual funnel by 50%.• Grew revenue in 2017 by 6% (#2 in USA) and by 3% in 2018 through new growth and renewal rates of 85%+.• Exceeded orders quota by 154% in 2017 and 116% in 2018 by focusing on client needs and balanced selling.• Requested to lead peer managers by GM of business to provide additional leadership across all Region Managers.

Liaison to the Region Manager, while still managing own territory, focused on growing the region services business. Ensured team was motivated, monitored and measured in line with company targets and performance standards. Responsible to identify performance management opportunities quickly and implement plan to address. • Managed two sales professionals through teaming calls and territory travel twice per year; evaluated on sum of quota.• Provided deal strategy support on sales opportunities for Region, incorporating an outcomes approach.• Acted as a Player/Coach with ability to step in and fill role as needed.• Drove collaboration between all Region Service Sales Team Leaders and acted as a liaison to Sales Advisory Board.

Sales leader in Tennessee and Alabama driven to increase revenue by developing long-term customer relationships, including at C-suite, VP and department manager levels. Met operating plan objectives by maintaining strategic focus on lifecycle costs of clinical equipment maintenance. Prospected for new business in Asset Management/Optimization in addition to growing and maintaining existing portfolio. Collaborated with 25+ account team members in matrix organization to ensure a seamless customer service experience.• Exceeded orders quota in both years (126% in 2015, 167% in 2014) by strategically partnering with territory’s largest accounts.• Mentored two peers in 2014 and 2015; promoted to Team Leader in 2015 based on results/brand within organization.• Selected by General Manager to serve as Chair of Sales Advisory board year based on prior year’s contributions.• Led a team of 12 members to drive results in 10 projects under 3 focus areas to make quarterly recommendations to leadership on product and process changes needed due to market dynamics.

Responsible for selling GE Healthcare services and solutions and maintaining relationships with existing named accounts including large, complex, high visibility, strategic, or tactically important accounts. Provide leadership in market analysis and development/execution of strategies and action plans to drive service/ asset management sales and other solutions.• Delivered $133.6M Region Revenue in 2014• Delivered $53.9M in Total Orders (167% VOP) in 2014 by strategically partnering with territory'slargest accounts to drive growth for GEHC.• Closed $4.25M in Panhandle (Secondary Territory) in 3 months through constant and consistentcollaboration with Account Community.• Implemented Revenue Tracking process for Region Operations Manager across both Atlanta & Gulf Coast Regions.• Created best practices for AP Refresh funnel growth & sell document to share across East Zone.• Mentored 2 HSAM Peers in Alabama and Panhandle territories.

The Commercial Leadership Program is an 18 month intensive training program, designed to produce future leaders in the GE Healthcare portfolio.The Commercial Leadership Program fosters the development of commercial skills and techniques that are critical to success in all GE businesses. Pre-Phase I CLPGE Healthcare Business: Monitoring Solutions- Developed training for Monitoring Solutions portfolio for 4 classes through researching publications, webinars and conferences.Phase I CLPLocation: Nashville, TN- Shadowed Services Account Manager to learn the Service Sales business and sales process.- Interacted with 20+ GE Healthcare employees to understand OneGEHC and the Account Community.- Owned service contract renewal process at a large customer for a successful $6.85MM renewal.Phase II CLPLocation: Milwaukee, WI- Chatter Adoption: Trained CEO of GE Healthcare on Social Media tool. Drove adoption through USCAN Growth Summit, Zone Kick-Off Meetings and training. 61% utilization rate in 3 months.- Performance Solutions Validation: Developed/validated results and references log to track previous engagements. 19% of results validated and 26 references validated. Created Client Validation Process Handbook to collect all necessary information prior to client engagement.- Service Sales 2013 Operating Mechanisms: Streamlined requirements for 16 metrics, timing and data sources for Op Mechs, utilizing Salesforce.com dashboards.- Service Sales Point of Sale Metric: Developed more accurate POS Metric calculation for sales tracking.- HSAM Engagement Project: Utilized Frontier Curve analysis to develop HSAM Competency model and training plan.Phase III CLPLocation: Birmingham, AL- Owned Service Sales territory in Birmingham, AL with $10MM Operating Plan.- Developed relationships with all key accounts to drive growth and revenue throughout the territory.Awards:Most Valuable Player, 2014 CLP ClassOneGE Award, 2014 CLP Class

• Developed a dynamic web-based application to track 15+ key sales activity metrics for 16 direct sales representatives.• Tracked changes in sales territories through creation of territory maps.• Participated in professional sales training and cadaver labs.

• Developed training information and videos for operational dashboards.

Candidate, aligned to Service Sales, in a three-phase program that fosters the development of commercial skills and techniques that are critical to success in all GE businesses. The program prepares individuals for a successful career in sales by providing the opportunity to learn about products, industry, and customers while simultaneously making valuable contributions to the organization.• Delivered $6.9M service contract renewal at large customer in Nashville, TN in Phase I of program.• Exceeded orders (180% to quota) in Phase III of program in Alabama territory through partnership with entire account team.• Selected into program as 1 of only 3 interns out of 40 after Commercial Leadership Program internship.• Awarded 2 of only 3 awards at graduation, chosen by my peers, for Most Valuable Player and Collaboration Across Teams.

• Interviewed 10 SME's to model business processes, using ARIS, to find opportunities to increase efficiency and identify cost savings.• Facilitated communication between 5 Project Managers by performing project administration duties, using Primavera.• Developed training in Six Sigma practices to educate team members and new interns.• Created a quality assurance survey to ensure the business process models adhere to modeling conventions.

• Developed strategic partnerships with 4 businesses through event sponsorship and coupon sales for an entrepreneurial venture.

• Updated the Flatwork (Sheets) Department's production targets by determining the theoretical capacity and baseline throughput of each machine.• Identified ~$250K in annual savings through recommendations to decrease machine downtime.• Validated the quality of the sheet sort and reject tracking system through statistical analysis.• Increased machine run speed by 25% by optimizing machine settings.• Increased linen production by 20% through process improvement and capital equipment investment recommendations.

• Optimized seating for 500+ restaurant guests per night, to decrease wait time and increase resource efficiency.• Responsible for the daily accounting of ~$14K for Food & Beverage Departments at Polynesian Resort.