Oversaw all facets of Healthcare Supply Chain Management for a $111M service company. Provided guidance and recommendations to the overall business and field operations for process improvement, vendor management, compliance, and product standardization. Found and fixed waste and inefficiencies that cost the business significant sums—served with team members to improve operational performance through systems and standards. Developed performance metrics and served as the SME for managing costs, legal contracting, and sourcing. • Created centralized procurement and supply chain program within the first year of employment that streamlined processes and standardized policies and procedures that resulted in more than $1.6M in savings from $7.2M in volume. $2M more in annual savings during subsequent years.• Support Corporate in implementation of the largest support-service contract in the industry by building an Excel spreadsheet to capture the location of devices, descriptions, contractors, and utilizing a heat-map to locate service technicians to help align devices that helped execute this project.

Consulting services specific to Supply Chain and Systems Integration in Healthcare. The goal is to provide accurate, verifiable savings for the client that are at least three times the cost of the consulting services. Purchasing Systems Integration consulting seeks to simplify user input while improving accuracy and data reliability. Frequently involves internal collaboration among disparate departments.• Utilized cost management skills with a client that resulted in a minimum of 10% savings in the cost of repair parts as alternative supplier channels are exploited, and operating processes are streamlined.

Developed performance metrics for a newly created Supply Chain team of 10 purchasing professionals. Acted as liaison to IT for all design protocols and business intelligence, including business cases, testing, and recommendations for improvement. Managed the operational conversion from one Purchasing system to another. Performed data analysis to discern trends and opportunities in complex datasets and was responsible for routine reporting of operational metrics and recommendations to improve performance.• At the Direction of Corporate, executed a Supply Chain outsourcing strategy that was expected to reduce labor and parts costs by at least 10%. After several years of persistence, I was able to prove that the decision would not meet financial expectations. The outsourcing relationship was dissolved, and a new ARAMARK Supply Chain team was established.• Developed the analytics and negotiated a contract for X-ray tubes that saved 20% or $1.4M per year.• Initiated and performed a detailed analytical analysis of the cost of imaging repair parts which showed $3M savings annually by taking advantage of third-party suppliers and "committed" agreements.• Utilized System Thinking tools to model a complex business problem related to the repair and replacement of expensive imaging “detectors.” As a result, the decision was made to go at-risk for these detectors, projecting an annual $1M savings which was realized.• Near the end of one Fiscal Year, our “numbers” were not meeting expectations. I analyzed AP and Purchasing data finding duplicate charges which, when cleared, put the business “over the top” for the year which resulted in the largest bonuses in recent memory