Partnering with Healthcare Clients to deliver an operational focused Workday delivery that brings the Supply Chain team together and keeps them focused on the big picture and not acting in a silo.

• Responsible for the day to day oversight of Supply Chain, Engineering, Clinical Engineering, Safety, Security, Emergency Management, Environmental Services, Food Services, Gift Shops, and new Support Buildings starting in 2020.• 7 direct reports, 729 total employees and over $75M in operating expense budget• Manage total supply spend for system of just over $200M, $25M+ in capital, in addition to key purchased service initiatives while maintaining top quartile for supply expense ratios• Brought discipline to the spending habits of the various facility teams and greatly improved the accuracy of each budget, in addition brought rigor towards contracting and negotiations• Partnered with clinical and support teams to develop policies, procedures, and supplies in preparing for the full stay of an Ebola patient• Developed Orthopedic spine strategy in 2018 to reduce implant costs while keeping physicians engaged, $2.5M annually (18%) in savings in 2019 • Led EOC (environment of care) team through a Joint Commission and CMS survey in 2019 • Successful management of overall COVID Pandemic in 2020 that ranged from never running out of PPE for the staff, completely revamping the supply usage and forecasting models, developing new cleaning protocols in the hospital and support buildings, working with food service teams to safely produce and deliver food offerings and assist with the design of safely allowing access to the facilities through screening processes.• Have worked through an active and iterative architecture design process for the new Arthur Blank Hospital (19-story, 1.5M sq ft, 78-acre campus) and had final sign off responsibility for all my areas

• Responsible for all supply chain functions – Systems, Sourcing, Value Analysis, Purchasing, entire Distribution team.• 4 direct reports, 79 total employees and just under $6M in operating expense budget• Manage supply expense for system over of $125M in operating, $25M+ in capital, in addition to key purchased service initiatives• Brought on numerous physician practices during this time; developed playbook for onboarding that included supplies, contracts, and certain outside services• Led the conversion from Premier to Novation as our primary GPO from both a local perspective as well as nationally through leadership role within CHA• Set strategic direction for Supply Chain projects and led various guiding teams to help prioritize system spend and projects – implemented contract calendar concept

• • Responsible for supply chain functions as it relates to the entire PO cycle (purchasing, receiving, and delivery) for a 3-hospital system with over 500 inpatient hospital beds and 16 satellite locations• Annual supply spend for the system over $100M• Supply cost ratios against revenues and operational expense decreased each of the last 6 years• 5 direct reports and 50+ employees under the Supply Chain area• Continued to develop data and reporting management strategy to make it an on demand and push system• Successfully lead team that helped identify a 5% supply operating expense reduction in 2010 and 2011

• • Developed standard processes for both the supply chain department as well as the entire organization around supplies and other operational tasks • Educated the system around standardization, inventory management, and financial awareness as it related to supplies • Helped to develop an overall reporting and dashboard structure for both Supply Chain operations and overall system supply expenses• Partnered with Nursing Leadership and Surgical Service leaders to kick start a stronger version of Value Analysis through the shared leadership model• Led transition of a leased warehouse to an existing Children’s owned location saving $500K annually in expense - work included space layout, logistical planning, re-slotting of the items, and coordinating the move without any service interruptions to the hospitals • Other major initiatives included: Budgeting overhaul, Master Data Management, Distribution strategy, Inventory Management for Surgical Services. Entire supply initiatives over these four years have resulted in over $20M in savings

• Responsible for a 550,000 and a 545,000 square foot facility that are located within a mile of each other. The combined facilities operated 6 days a week, 24 hours a day and employ 75 full time warehouse employees and a temporary staff of 45-60 and have an office staff of 20. Direct reports include 2 Office Managers, 2 Operations Managers, and 7 Supervisors • Total annual shipments out of both buildings total over 35 million cases and have maintained inventory accuracies above 99.995%• Had financial and budgetary responsibilities for both buildings with an annual revenue flow of approximately $14 million dollars• Acted as the main daily contact for all the Quaker business on campus

• Responsible for a three shift operation that warehoused the Bristol-Myers Squibb (BMS) account, including both the Clairol and Bristol-Myers Products divisions as well as their special projects group. • Direct reports included four supervisors, five customer service representatives, and forty-five warehouse associates. • Daily activities included financial billing, inventory, and labor planning, as well as facility maintenance. While in the BMS account, worked on a corporate team to define processes for all the warehouse job functions (TQM).