In 2012, I was recruited to build a comprehensive materials management infrastructure for a new 128-bed hospital with a grand opening date of June 2013. My role involved collaborating closely with senior executives to assess the hospital’s needs and ensure we maintained optimal inventory through Lean and Just-in-Time systems, supporting over 500 hospital staff. I managed annual budgets, tracked key financial metrics, and reported directly to the CFO to ensure our growth strategies stayed on track. Vendor relations were a key part of my role, where I handled contract negotiations, credential reviews, and compliance to meet organizational standards.Key Achievements:• Achieved $1.2M in clinical cost savings by collaborating with Corporate Clinical Research Director to identify and implement clinical initiatives and standardize product usage across departments, driving operational efficiency.• Developed a comprehensive item master catalog for 8K+ products, strengthening vendor partnerships and standardizing product specifications.• Implemented Lean-driven supply chain operations, with direct oversight of Purchasing, Receiving & Distribution, Mailroom, Biomedical Engineering, and Patient Supply departments, establishing best practices and coordinating resource acquisition.• Secured a $150M capital budget for medical equipment and facility needs, completing the project 27% under budget and on time.• Led cross-departmental collaboration, improving integration between Materials Management, Nursing, Medical, and ancillary services.• Successfully obtained the Certificate of Occupancy, NJ Department of Health License, and Joint Commission Accreditation through coordinated inspections.

Provided outsourced business-process management, technology services, and onsite leadership supporting hospital and healthcare organizations across the Tri-State and Central Atlantic regions.

In this role, I oversaw end-to-end operations for materials distribution, shipping, receiving, and property management, ensuring uninterrupted service across a 24/7 operation. Leading a team of 5 Shift Managers and 70 staff, I focused on team development and performance improvements. I also collaborated with clinical and supply chain leaders to understand their needs, ensuring we met all service-level expectations while staying compliant with regulatory standards like JCAHO.Key Achievements:• Created detailed training guides that enhanced onboarding and staff development.• Resolved inventory receipt discrepancies by collaborating with Purchasing and Accounts Payable, improving accuracy.• Worked with IT to improve inventory reporting, boosting productivity and accuracy.• Generated $40K in savings by optimizing endomechanical product inventory in the operating room.• Introduced more efficient processes for inventory management, including bedside-cart refills and urgent storeroom needs.• Directed roster of small and large scale projects within supply chain management arena, including layout redesign, facility move, point of use system conversion, and carousel implementation

As the Director of OR Materials Management, I ensured smooth procurement and distribution across four healthcare facilities, managing both capital and non-capital inventory for Surgical Services. I evaluated purchase requests, monitored supplier performance, and worked closely with Biomedical Engineering to ensure equipment safety and compliance with purchasing agreements.Key Achievements:• Achieved $400K in savings through standardization initiatives, contract negotiations, and reprocessing programs.• Served on Value Analysis and New Product committees, ensuring new offerings provided operational value.• Negotiated favorable vendor contracts while maintaining alignment with credentialing standards.• Captured $881K in cost reductions by leveraging group purchasing organization (GPO) strategies.

I managed several business functions, including mailroom, courier services, receiving and distribution, and clinical supply inventory, implementing a stockless inventory system to streamline operations. By analyzing inventory processes, I identified areas for improvement and implemented Just-in-Time (JIT) systems that resulted in significant cost savings.Key Achievements:• Reduced excess stock levels, saving $160K annually in staffing by restructuring the storeroom layout.• Consolidated shipping services with a single vendor, generating $25K in annual savings.• Developed a forecasting model based on historical data, optimizing inventory management and reducing overstock.