Role supports Cedars Sinai Health System which encompasses Cedars Sinai, its affiliates (Marina del Rey, Torrance Memorial, Huntington Hospital) and growing medical network.

- Hired to evaluate & optimize team; reduced headcount; $500K annual savings.- Increased productivity by upgrading talent; established pathway for team development by hiring wide skillset & cross-training within team; reduced dependency on outside training.- Drove the development & implementation of APAC & LATAM healthcare distribution pricing strategy.- Lead the simplification around healthcare distributor acquisition pricing for US & Canada.- Joint collaboration with Sales & Legal teams to develop & launch standardized healthcare distribution agreements; Positive impact on revenue generating items such as freight & returns processing.- Oversaw the data mapping, ETL & reporting developments for 2 SAP go-lives within the first 12 month period; team involvement in testing & debugging pre- & post- go live; consolidation from 5 ERP systems to 3 with workflows designed to produce one consolidated data source for reporting.- Renegotiated vendor contracts, in some cases, switched vendors, to drive down cost.- Identified & plugged revenue leaks within several processes including, but not limited to, GPO admin fees, ship & debits payment deductions and product restocking fees.- Documented department processes, including data flow architecture (SAP, Oracle, 3EX) & server maintenance.- Ongoing: Commissions processing; Distributor reconciliations; Reporting / Dashboards [Tableau] (refreshed every 4 hours); Process Controls; Pricing management; Contracts management; Referral program management & payouts; Customer master data audits & management.

- Labor Management (WMS) implementation project: Lead for a 2M+ sq. ft. warehouse roll-out (800+ employees).- Greenfield warehouse design project (10+ year network capacity planning): Site selection & design project. Involved in agreements, flow of data, corporate work streams planning, consultant calculations validations by developing & running models in parallel (ROI, phasing recommendations, productivity gains, yard design / flow, internal building layout & travel distances, doors and sq. ft. requirements by storage type, etc.). Drafted Executive decks.- Workfront (system) implementation project: PM & system administrator to design, configure and launch Workfront to help standardize approval workflows, centralize spend information and generate reports / dashboards for all SC projects. Developed training materials, SOP, as well as, lead the change management process.- Continued work in: 1) developing network planning analytical models, roadmaps & presentations, 2) capital projects (expansions & retrofits), 3) working closely with Finance & warehouse teams on supply chain operating expense, 4) master data processes, 5) weekly operational planning calls, and 6) working closely with inventory & demand planning teams on validation of SKU level forecasts - Involved in capital project planning & budgeting

- Developed transportation model which assigns current and future planned stores to warehouses in the network to minimize overall cost. The model allows for further constraints based on storage and processing capacities to display the best sub-optimal solution. Model leveraged for budgeting, forecasting and network capacity planning. - Designed a number of capacity planning models based on SKU level inventory long range forecasts (up to 10 years out) to calculate: 1) reserve storage needs by storage type, rack needs, amount of offsite space required and for how long, 2) yard slot requirements and planning, and 3) door requirements for shipping & receiving, including when and by how much to extend existing MHE- Produced economic models based on transportation & capacity planning information to layout options and compare ROI on required investments by option. Economic model results simplified and used to prepare Executive slide decks.- Created recovery models to assess network risk (lost store shipments / sales) and recovery times due to events of varying duration (hurricanes, tornadoes, etc.). Drivers include, but are not limited to, processing constraints, ability to ramp up headcount, transfer of shipments to un-affected warehouses and overtime. Models leveraged to determine timing of construction and MHE projects.- Built a queuing theory model to study traffic flow prior to breaking ground for new DC yard. Further validated the results by simulating the environment in AnyLogic.- Other tasks included: 1) constructing percent of planned performance (POPP) warehouse models, 2) making operating model comparisons, including trade-offs for transfer cost versus labor productivity, 3) master data management process improvement and KPI dashboard design, 4) streamlining CapEx tracking workbooks, 5) validating inventory SKU level forecast data, and 6) involvement in OpEx budget planning

- Devised volume driven regression based models to forecast the number of labor hours by week, as well as, track weekly, monthly and FY YTD key metrics to project expected monthly dollar favorability or risk. Models utilized by Finance and Supply Chain teams for budgeting, forecasting and labor planning. - Validated wage related vendor expenses, including workers compensation, and designed an incentivized performance based proposal along with its cost implications. Other projects included gain share models and wage increase impact analyses. Analytics results used in negotiations.- Examined the movement of labor hours in relation to inventory flow and determined the optimal ratio of permanent and temporary employees. Labor budget based on recommended ratio.

- Identified causal for change in return patterns from retail stores; collected and analyzed SKU level data; prepared a deck summarizing findings to implement necessary business changes. - Calculated annualized turnover percentages for permanent and temporary employees; quantified the cost of turnover and service impact to business; identified any seasonality or correlation to volume changes. Worked with the operations team to achieve set business targets.- Utilized monthly operational information to break down variance dollars into volume and productivity components.- Achieved cost savings: One of the major wins was to receive a large refund for incorrect billing, discovered by routine sampling of posted invoices against contractual amounts.

- Built bottom-up forecast templates that generated expected PTO dollars based on selected employee tenure criterion and payroll information; bottom-up forecast models also constructed for equipment rental, utilities and shipping supplies. Templates used to quickly determine cause of variance when actuals posted.- Enhanced workplace efficiency by automating legacy reporting: Designed an automated dashboard to display the cost make-up of total fulfillment allocation; utilized monthly to prepare for month end close; replaced a manual process. Additional examples include Quick Base trackers to validate monthly accrual amounts.- Approved and managed headcount requisitions; performed month end headcount reconciliations.- Projects and tasks outside my assigned functional areas: Compiling and analyzing year over year rent expenses by functional area; audit lease documents for more than 300 retail stores and identify discrepancies; track and present business reason(s) for any variance in direct freight.

- Worked on select Annual Operating Plan initiatives with an assigned mentor from the executive team, including analytics projects related to “re-branding”; worked closely with the Finance, Marketing / Strategic Planning and Compliance departments.- Participated at Senior Management pricing meetings; presented to the Board of Directors.- Reviewed / edited operational policies & procedures, lending and WebEx mortgage training courses; registered Freddie Mac Credit Smart instructor.- Representative for the Credit Union in court cases for defaulted loans; worked with Collections department.- Recruited, interviewed, and trained employees (Ventura county & state of Arkansas); worked with HR department.- Commercial Lending: Interviewed / visited businesses; gathered documentation; followed-up.- Mortgage / Home Equity: Origination; price; lock rates; issued documents; closed; loan signing.- Consumer Loans: Credit report analysis; income verification; loan document preparation; funding.- New memberships: Consumer and business; cross-sold loans and services.- Networked in the community; member of Young Professionals Group (Camarillo Chamber of Commerce).- Received limited training in the following departments: Consumer Lending (underwriting and DMV), Real Estate (production and servicing) and the Call Center.

- Worked from home; wrote children’s books; created characters and their traits.- Handled copyright, document filings, and ISBN issues; developed non-disclosure agreements.- Contracted with offshore vendors for illustration and publishing needs.- Handled importing logistics; ordered products; advertised; designed a website; packaged and shipped product; maintained detailed financial records.- Marketing highlights: Guest author in a local school district’s Story Fest event; invited by local school district to conduct case study on students; featured in two newspapers – Ventura County Star and Camarillo Acorn; appeared in a blog interview by a published children’s book author; Local bookstores carried the books.

- Assigned territory covered Ventura, Los Angeles, Orange, Riverside, and San Diego counties.- Gathered information on building permits (pending and issued), project densities, lot sizes, foot traffic, escrows opened/closed/cancelled, standing inventory, sales, pricing, tax rates, and more to analyze residential new homes market trends.