Co-Founder and General Manager of Accumen Inc., where we are setting a new standard for health system and hospital performance, starting with the lab and patient blood management programs.. Using a proven blueprint, a customized approach and innovative, proprietary technology, Accumen partners with Hospitals and Health Systems to transform their Clinical Laboratories and Patient Blood Management programs. And we do it in a fraction of the time most institutions would take to do it on their own. Health systems trust Accumen to drive better service & quality, and deliver unprecedented value, ultimately leading to better patient care!

World’s largest car and equipment rental brand with $8B revenues and 8,500 locations in 146 countries.Full P&L responsibility for over $10B in global fleet assets, reporting directly to the CEO. Delivered a 390 basis-point improvement in profit margins and grew market share 1.5 points. Built and led global supply chain organization and strategy that delivered $515MM in cost savings over a 3-year period. Other operating responsibilities include $2.5B in non-fleet procurement, all real-estate and facilities management, customer care, document services, process improvement, and the Program Management Office. • Successfully transformed Hertz’s fleet lifecycle management strategy and processes, including acquisition, business planning and portfolio/mix management, distribution and logistics, and remarketing channel development. Resulted in $320MM in fleet cost savings – 25% reduction in fleet operating expense, 315-basis-point improvement in asset utilization. • Centralized procurement function, restructured organization and sourcing processes, and executed global sourcing strategies resulting in $120MM annualized cost savings.• Founder, with full P&L responsibility for Hertz Rent2Buy business. Created, launched, and led this innovative start-up in adjacent market - a direct-to-consumer car sales business generating over $100MM annual revenue with $10MM annualized net profits, growing over 20% quarterly.• Improved working capital days by 21% through procure-to-pay initiatives and better management of payables, receivables, and inventory.

$10B global provider of print, communications and business process outsourcing services.P&L responsibility for building and leading BPO services business, including sales & marketing, business development, technology, operations, and customer service. Led 8,000+ employees across North America, Europe, and Asia, with segment revenues over $300MM.• Launched new BPO business services in U.S., driving over $10MM in revenue with 40% margins.• Developed and launched 2 new service products focused on customer care/contact centers and data capture that enabled a more strategic, integrated full-service solution to corporate clients and enhanced competitive advantage. Led operational start-up of these new product lines in U.S. and Asia.

Operational and business strategy responsibility across North America and Asia (10 sites) for national customer care, sales operations, pre-production operations, and corporate business operations and processes.• Generated $35MM+ in annual cost savings. Improved service levels and reduced cycles through multiple change initiatives. Established Centers of Excellence and implemented lean six-sigma. • Led corporate consolidation of worldwide contact centers and offshored key business processes to Asia, resulting in annual savings of $7MM+ and improved customer responsiveness.

$11B leading global producer and servicer of aircraft engines and related products/services. Built and led integrated global supply chain management organization. • Led largest change management initiative in GEAE history: complete re-design of key processes and implementation of new technology to realize vision of one integrated, collaborative supply chain.• Reduced annual operating costs by $40MM and inventory by $150MM. Improved customer service level 42%. Earned “Best in Class” feedback from global customer base.• Developed new business capability and launched revenue-generating kitting and packaging services to clients to enhance value proposition and drive competitive advantage.

$5.5B manufacturer and servicer of major appliances. Led turnaround of key operation plagued by poor customer service levels and excessive cost overruns.• Re-energized team with outside-in customer focus, developed recovery strategy, integrated and streamlined business processes, and drove execution using lean six sigma tools.• Reduced order cycle time 61%. Improved on-time shipment from 49% to 98% with less inventory. Generated cost productivity of 23%. Cut annual operating costs $9MM.• Rebuilt business credibility and trust with customer base and GE Corporate leadership. Team won Sears “Source of the Year” award; featured in The Wall Street Journal. Received President and CEO Award – Customer Focus and Six Sigma Leadership.

Responsible for plant operations. $600MM sales with 1,600 employees and 3 plants.• Achieved total cost productivity exceeding 10% annually. Negotiated improved work practices in strong union environment. Energized team focus on safety; reduced OSHA rate 24%.• Streamlined plant operations to support cycle reduction of 36%. Improved inventory turns by 48%. Reduced product defects by 30%, yielding $14MM savings.

Leading producer of locomotives, propulsion equipment for transit, mining, and earth-moving applications. Responsible for business operations. $350MM sales with 600 employees and 3 plants.• Integrated marketing, sales, engineering, and operations functions. Introduced lean manufacturing and production flow techniques to improve operating efficiencies and gain competitive advantage.• Realized 60% inventory reduction while increasing production volume 40%, reduced delivery cycle 60%, delivered 22% productivity, slashed OSHA injury rate 80%, and grew significant market share.

Quality management responsibility for Propulsion Business; 5 plants and 1,200 employees. • Achieved ISO 9001 Certification critical to GETS global growth initiative. Reduced manufacturing losses 50% and product infancy defects 68%.

Progressively Responsible Positions in product line management, quality, and production control/supervision.