Managed long-term profitability and growth aspects for a company providing solutions to examine demographics, pharmacy, medical and lab data to identify over 2500 therapy gaps to correlate patients, treatment regimens, as well as treatments to uncover patients at risk for poor compliance. Implemented strategic initiatives aimed at driving productive workforce and satisfying patient needs. Maintained high standards of operational excellence. The team drafted health policies that comply with federal regulations. Ensured compliance with apt clinical procedures and carried overall mission. ● The company assisted organizations with analytics and data to intervene before minor situations become expensive major medical crises. ● Spearheaded start-up which became licensed as SAS and provided as full-service solution to Medicare, Medicaid and Commercial health plans. ● Co Led business from birth to exit, developing value for acquisition.

Developed high quality business strategies and plans, ensuring alignment with short-term and long-term objectives for $700M private business in the private brand beverage space with about 50% of US market. Led and motivated team to advance employee engagement develop high performing managerial team. Oversaw all business activities to ensure desired results and consistency with overall strategy and mission. Enforced adherence to legal guidelines and in-house policies to maintain legality and business ethics. Conducted reviews, financial and non-financial reports, to devise solutions and improvements. Established trust relations with associates, partners and stakeholders and served as contact point for shareholders. ● Implemented associate involvement, simplification of processes and transparency of business philosophy, overhauling 2006 EBITDA of $28M to $84M by 2010. ● In less than a year certified all five plants at their initial inspection for SQF, the ISO for the food industry. ● Reduced debt from $140M to $70M.● Drove significant increase in case volume capacity enabling reduction in manufacturing hours from plants running 24/7 to 24/5 with a minimal increase in investment. ● The business was sold to Cott in August 2010 for $548M.

Presided over all board meetings, setting agenda and ensuring meetings run smoothly and remain orderly. Engaged closely with board to ensure consensus in decisions. Provided leadership, driving focus toward business mission, vision, and strategic direction.

Managed the long-term strategy through a succession of business models caused by the changing markets and necessary financing models over 11 years. Oversaw Revenue growth from 11 million to 90 million. Led three financial restructuring resulting in management with controlling interest. Delivered a CAG of over 20% for 11 years although highly leveraged. Lead the industry in the standardization of components and developed a global supply chain in the 1980’s and 90’s. Implemented a lean manufacturing culture that drove significant associate involvement and cost reduction. The business was sold to Ford Motor Company

Led financial and operational turnaround strategies within first year to bring business back in alignment with bank covenants. Automated packaging line and display lines converted to standard components. Changed product mix by doubling display business sales resulting in a 50% increase in MC. Displays provided twice the marginal contribution of other products. Opened new display plant in Florida and relocated packaging plant to Central America