Katie Cramer Email & Phone Number

Kalamazoo, Mi, Us

Operating Room Design and Integration, Surgical Lights, Booms, and Tables

Sales and consulting to drive strategic product launch of Gener-8, a next generation orthopedic rehabilitation device powered by telemonitoring and telemedicine. Driving internal strategy of product launch, and managing all stages of the sales cycle.

Irvine, California, Us

Lewis Center, Ohio, Us

Dallas, Texas, Us

Eden Prairie , Mn, Us

Responsible for new business sales of Optum360's Lynx Outpatient Charge Capture solution. Managed 32-state territory with a $10M quota selling to large hospitals systems. Trusted advisor to hospital administration and key decision makers. Led internal team that included Subject Matter Experts, Principals, Client Management, and Product Development through complex sales cycles, and leveraged key internal stakeholders when necessary. • 274% of Q1 2019 sales quota – Top Provider sales executive for the quarter

Eden Prairie , Mn, Us

Responsible for new business sales of revenue cycle management solutions within Optum360 including Claims Manager, Intelligent EDI, and Physician Advisory Solutions. Managed 13-state Northeast territory with a $7.3M quota selling to large hospitals systems and physician practices. Trusted advisor to hospital administration and key decision makers. Led internal team that included Subject Matter Experts, Principals, Client Management, and Product Development through complex sales cycles, and leveraged key internal stakeholders when necessary. • 147% of sales quota in 2016• 136% of sales quota in 2017• Awarded for "always closing and closing early” in 2018

Forchheim, De

Responsible for new business sales of multi-million dollar hospital information system in 8-state territory. Drove sales of software, hardware, and professional services for healthcare information technology systems portfolio in market ranging from community hospitals to large Integrated Delivery Networks. Managed all phases of an 18- to 36-month sales cycle: prospecting, qualifying, RFP responses, product demonstrations, site visits, pricing, contracts, and negotiations. Cultivated relationships with hospital executives, physicians, nurses, and department managers to strengthen Siemens’ positioning. • Achieved 110% of sales quota 2012 (Crest Award)• Identified a highly customized community hospital prospect, created and executed a strategic plan that changed the hospital senior leadership’s direction, improved their clinical documentation, and advanced their competitive position, resulting in a multi-year $7M clinical information system contract.• Built relationships with the senior leadership team of an organization that used a highly customized, enterprise-wide, revenue cycle solution. Identified a strong ROI with a solution that improved operations, mitigated security risks, and improved their overall financial position, resulting in a multi-year $6M contract.• Developed and executed a business plan to prospect and manage an 8-state territory not previously covered which grew the new business opportunity pipeline from $0 to $30M in first 12 months. • Collaborated with prospects to identify key pain points and provide the appropriate Siemens solutions to help achieve desired outcomes, resulting in Siemens named as one of the final 2 vendors in 3 12+ month selection processes in the first 2 years.

Warsaw, Indiana, Us

Consulted with hospitals to build and manage successful musculoskeletal service lines and position them as market leaders. Collaborated with hospital administration and clinical teams to drive change, create efficiency, improve patient care and experience, increase financial margins, and grow volume. Led project execution and measured progress to accomplish strategic objectives. Managed 2 large hospital systems concurrently: 5 hospitals, 4 ambulatory surgery centers, 9 outpatient rehabilitation facilities. Also managed a client relationship with a community hospital health system: 1 hospital and 3 outpatient rehabilitation centers.• Identified opportunities for product line advancement, and directed physicians, nurses, and key staff members through the execution of key initiatives and best practices that led to operational improvements resulting in $0.6M increase in annual contribution margin for Surgical Spine. • Improved patient and staff scheduling, streamlined front office operations, and implemented best practices that drove outpatient rehabilitation productivity improvement from 47% to 75% in one year, with an increase in contribution margin from $13 to $28 per visit.• Gathered physicians from different practices and guided them to work for a common goal through marketing programs, sports clinics, and leveraging referral sources, which grew Sports Medicine outpatient surgical volume by 12% in 2007.• Implemented effective processes and procedures, cost reduction initiatives, and marketing and branding programs in areas such as Joint Replacement, Surgical Spine, Sports Medicine, and outpatient rehabilitation which drove consistent, measurable success across the care continuums within client organizations.• Engaged hospital administration and physicians to better collaborate and align their goals, leading to increased satisfaction for both parties, reduced cost, and more profitable, competitive orthopedic programs.