John Ritter Email & Phone Number

Saint Paul, Mn, Us

At ConnectiveRx we take the pain out of the prescription process. Using innovation and human empathy we cut through mountains of red tape for patients and create access to medications—taking a process that can be expensive and difficult for them and making it as painless as possible. We give pharma manufacturers the benefit of using one single partner to connect patients with prescribed medications through hub and support services, affordability and copay programs, and awareness + adherence solutions. The result? Happier patients with a stronger personal connection to their medication brand. Hundreds of pharma companies and 530+ drug brands rely on our results. Find us at connectiverx.com.

St Paul, Minnesota, United States

Provide superintendence, accountability and strategic growth of a $30M NFP.

Executive consultant with strategic oversight and delivery of Digital Product, PBM Integration, CMS Compliance/Regulatory, and Interoperability/Transparency in Coverage rules.• Led strategic portfolio review and prioritization of their $50M technology investment.• Built foundation and oversaw the successful delivery of new, $12.5M, integrated, consumer facing digital products with vendor negotiations, management, and oversite. • Owned Integration of a new PBM strategically aligning both commercial and government product and programs.• Directed Business/Technology delivery teams auspiciously meeting CMS regulations/compliance for greatest value/lowest cost.

Greater Minneapolis-St. Paul Area

Successfully Directed a complete Operating Model Transformation (OMT) of IT infrastructure, adjudication, product and services to a fully integrated, vended solution via a SaaS model. Counseled, influenced and implemented change management with Executives assuring enterprise alignment to strategic plan, budgets, timelines, product capabilities and vendor management.• Directed first OMT/ASP integrated business technology solution for a U.S. healthcare payer organization. Board decision to consolidate timeline by 25% to improve ROI by $100M accounted for and prosperously implemented. • Program budgets of $550M requiring my leadership influence, with $130M direct product ownership.• Gained trust and built collaborative relationships with C level leaders. Diplomatically and constructively negotiated with key executive stakeholders assuring 100% on time delivery in complex, competing, matrixed environments.• Managed teams of 80+ people in direct, matrix and vended environments. Responsibilities included performance reviews, compensation planning, career development, mentoring, and maximizing potential. My mentorship was specifically attributed to 6 people being promoted by demonstrating their increased abilities to take additional ownership of accountabilities, while delivering product successfully. • Leveraged vast knowledge of multiple product domains including Digital, Operations, Sales, Portals, Consumer Experience, Finance and Vendor Integrations with successes in multiple lines of business including Commercial, Government, and Medicare/Medicaid to migrate 2.9 million members to the new Business Operating Model and service platforms.• Led business, product, and program teams for capability assessments, gap analysis, development and testing resulting in the build and successful implementation of 100+ new products. Implemented performance turnarounds during build/migrate and stabilize/innovate phases to include Project to Product and DevOps cultures.

Led consulting team that performed an Assessment of the $1.1 billion Optum Enterprise Program Management Office Portfolio. • Delivered Audit report to EPMO executive leadership that identified over 80 discovery findings below Industry Standard. • Partnered with leadership to solidify 25 recommendations that would generate greatest return of capital investment.• Prioritized 11 selected recommendations and developed a Division improvement plan with a product roadmap for execution.• Developed and installed a Portfolio Delivery Review Board team improving Executive engagement and accountability.

Greater Minneapolis-St. Paul Area

Successfully directed multiple Business and IT programs during the largest healthcare acquisition and integration in US history. Completed integration in record time enabling $2 billion in savings. Express Scripts exponential growth continued during integration activities which were successfully managed and accounted for resulting in $105 billion combined revenues.(Express Scripts continued…)• Directed over 100 team members during project lifecycle. Built efficient teams of employees, consultants, and technical delivery partners. Mentored, groomed, and promoted high achievers and coached under performers that showed strength.• Employed extensive controls to manage $41 million budget, within a total integration project budget of $900 million.• Led effort to migrate data from legacy platforms to the new IT solution. 3.3 billion Claims migrated, along with Eligibility, Prior Auth., and Accumulation data totaling over $300 billion claim value. Data moves affected 1 in 3 American’s prescriptions.• Turned around underperforming Program team by mapping achievements required, with roles and efforts needed, while directing my plan for success. Led EPMO, DevOps and QA teams during capability builds via Agile continuous delivery.• Represented Express Scripts at client locations during stabilization. Partnered with clients to create an environment of alliance.• Managed multiple daily strategy and communication readouts to Executive Management and Sr. Staff via face to face summits, panel conferences and one on one calls.

Managed development of a harmonized and integrated ERP business product platform for the acquisition and merger of 8 international manufacturing entities. Incorporated scalability for future product growth and acquisitions. • Owned $6 million budget, allocation and spend. Gained C-Level approval during executive presentation review.• Transformed and managed international Product and Project team of 50 in Agile and matrixed environments. • Directed solution design which promoted rationalized product structures enabling the most profitable manufacturing with seamless, least cost customer logistics from the business units.

Provided Product and Project Management leadership. Generate analytics and perform analysis for IT project execution and Global Supply Chain Operations to implement 110 million dollar SAP conversion. • Directed Systems User Acceptance Testing for Global SAP R/3 Conversion. Led matrixed business function team's workload to prioritize and maximize resource value to project. Managed contracted 3rd party developers and implementation team. Categorized defect level to severity, frequency and impact to the business. Reviewed scripts for adherence to Good Documentation Practices and Software Quality Assurance in FDA/Healthcare audit environment. Accomplished goal to assure deliverable met requirements.• Developed Project Management resource requirements, assignments and leveling tools to track project progression and lifecycle management. Provide consultation to executives advising workarounds to constraints. • Generated test and development plans to integrate new Inventory Supply Chain software program that will streamline and lower inventory carry costs and increase inventory investment by 6%.

Planned and Executed high-level cross-functional projects utilizing DevOps and the Project Management Life Cycle Processes.Effectively managed purchasing, inventory and supply chain teams, resulting in extensive cost savings across the enterprise. Increased service level to internal/external customers. Growth Strategy – New Color Introduction: Increased business of $15M in 3 years. Net increase of 17% volume. Positive ROI in 1.5 years.Lowered days on hand raw material inventory by 50%, freeing up $1.5 million in cash capital.Effectively purchased and managed $25 million of annual inventory. Increased inventory turns by 47%.Reduced Customer backorders by 1624% in two years.Increased raw material line service level by 67%.Component Change: Increased product safety, quality, customer satisfaction, and cost savings of $110K annually.Headcount reduction of .75 FTE resulting in $78K annual savings.

Designed a Field Liaison Project Office. Improved information flow among inventory, procurement, management, and corporate partners across three different store concepts. Led inventory management project, resulting in the correct inventory amount, location, and shelf space allocation to maximize revenue, which contributed to 85% improved profitability in one year. Created new Liaison office connecting Inventory and all corporate partners. Developed closed-loop communication system of all information, projects, and issues affecting merchandise to the field leadership.Created reporting to identify added value or opportunity of inventory changes implemented during strategy shifts or sales tests. Reports generated 75% higher inventory turns inventory modeled.Controlled all inventory and merchandise profiles. Provided Inventory analysis including profitability, power, and weighted rankings during remodel project of 490 Sam Goody stores in 2.5 months.

Opened, staffed, trained and controlled all inventory in new market retail store. Planned headcount, recruited, interviewed, and hired entire staff, consisting of 3 assistant managers and 63 new employees. Provided leadership, instruction and training for staff. Empowered team to make continuous process improvement decisions through recognition programs and opportunities for progression.Ensured the efficiencies of stock levels in a $100M retail store by proper dimensioning and merchandising, utilizing cost effective receiving and replenishment methods to provide the highest service to the customer.Store Duty Manger responsible for all store operations.Organized and managed goods to secure access for direct flow, receiving, and sales space replenishment resulting in the lowest logistical cost with a door to floor minimum percentage of 80%.Analyzed $10 million dollars of inventory and created action plans for sales planograming and capacities.

Developed and implemented Project Management Office in Logistics department. Performed analysis, identified efficiency gains for improvements and provided recommendations to the Logistics and Marketing teams. Initiated, coordinated, tracked and closed approximately 110 projects with budgets of $135 million.Increased service levels 29% by partnering with Marketing and Logistics teams to spread and smooth purchase order volume across the constrained capacity of supply chain.Reduced shipping costs up to 75% per item by directing and designing an expanded distribution network for commercial sales division. (1 central distribution center, to 7 regional distribution centers)

Executive Education

Business Management Operations-Aacsb National Accreditation

Bachelor Of Arts - Economics

Education record