Systemwide Supply Chain

Leading a small business (30 FTE) responsible for providing elderly home care. Leading business development & sales channels including establishing relationships with case managers. Hiring and managing care providers. Optimizing search strategy. Increased revenue by 50% within three months.

An opportunity to leverage my expertise in a different role, and experience “the other side of the negotiation table” and was hired as the supply chain healthcare customer to build a new commercial team tasked with building out a new capability of new Solutions and Services offerings for Supply Chain & other Hospital Administrators. I engaged hospital administrators to gather insights on the value of potential new Solutions. I used this to develop a Value Proposition around target Solutions offerings. With this I designed and built six new Solutions to pilot and sold these new Solution pilots to the hospitals.

In this role I was responsible for sourcing and supply chain for $4Bn of Real Estate, Construction, Facilities Services, Energy and Capital Equipment with a team of 64 staff. The major challenge for me was to rebuild my team, define new team roles that would transform us to be more customer aligned, in parallel to this I needed to dramatically improve our relationship and perceived value with the customer; all to ensure that the company could realize the substantial savings opportunities and quality enhancement available in this space. In this role I was responsible for the regional Supply Chain teams responsible for managing the ordering, delivery and installation of all capital equipment in medical facilities. Also in this role I had a team responsible for our entire $12Bn supply chain organizations environmental sustainability program - we collaborated with many partners in the industry to invent new approaches to drive sustainability impact - establishing Kaiser as a clear leader in the industry.Achieved a very significant success when the national facilities SVP asked my team to take on all $4Bn in spend to manage. This was seen as an extremely significant win by my leadership who had not expected this to be achieved this quickly and as it increased the total spend managed by the entire department from $4Bn to $7Bn - a massive growth.Responsible for a $2Bn spend portfolio including Marketing Services, Consultants, Contingent Workforce, HR Benefits Services, Legal Services, Food Services. Responsible for strategy and cross-functional team leadership to deliver goals in this area, and increase the internal customer satisfaction and value proposition.

I was responsible for Global Sourcing / Strategic Sourcing of a $500M spend Surgical Portfolio. Led my team to build exceptionally strong relationships with the physicians to team up and build a strong internal alignment nationally amongst the surgeons, in order to flip the balance of power from the suppliers to the healthcare provider, resulting in dramatic cost savings. Our team at Kaiser was clearly seen to be transforming the surgical market in the entire industry, and was a leader in quality and cost. This shift encouraged our suppliers to now partner collaboratively to define joint projects that delivered substantially more savings and value. Leader on our national physician product council. Chaired the National Materials Leadership team. Sponsor to the unionized sharps product safety team. Had a team of 14 staff.

I was the first Procurement person hired by the new CPO at Kaiser. I supported him in the design of the new sourcing and procurement capability/department (35 staff). I then led the hiring of 35 sourcing analysts/managers/directors over a six month period. Eight of them would report directly to me in the new model. I got them established as a team, facilitated them getting introduced to their stakeholder groups, and started to train and develop a consistent sourcing approach, establish goals and performance metrics, built governance structures with the stakeholders and engaged with key suppliers. There were four procurement teams in the new department - of which I led one: within 12-18 months my team was clearly seen as the high performing team - we promoted some of my managers to directors in the other teams to help share the performance culture in the other teams and get all four teams performing. I led the procurement and team for sourcing of all medical supplies, devices and equipment to all Kaiser Permanente facilities. Responsible for 22 reports and $2Bn in spend. Also responsible for managing GPO outsourced team of 55 staff.

I led the West Coast Supply Chain Solutions practice, responsible for business development, sales and delivery of improved supply chain practices, technology and outsourcing for clients. Eight direct reports. Managing project teams of 100+ people. Working with Finance, Operations and Supply Chain Executives to define a new strategy, build out capabilities needed, and deliver on that strategy.

I was a consultant in a Supply Chain Management Consulting practice, leading the delivery of supply chain and procurement strategy, process improvements and system implementations with clients in UK, France, Netherlands, Germany.

Graduate Engineering Leadership Development ProgramOperations Management of electronics assembly area driving continuous improvementProgram management of the transition of new Eurofighter units from design phase to productionDesigned Kanban system for Heat Extraction unit manufacturingSupply Manager for new train factoryConfigured and implemented rough cut capacity planning tool.