Surgical Partners is the first 4PL in the U.S. healthcare supply chain. We help providers implement value-added services that improve asset utilization, increase cost efficiency, reduce med-surg consumption, improve quality and increase regulatory compliance. We also help implant manufacturers optimize local field operations, as his final mile is often a key part of the innovation initiatives we pursue on behalf of his customer -- the provider. We bring these two parties together in the Provider's Consolidated Service Center -- which more often than not, was built with the expectation of pursuing initiatives such as central sterile processing, surgical kitting, instrument repair and patient-level dosing. Our 4PL positioning comes from our innate desire to connect Providers with Tier 1 3PLs.

Vested Medical advances end-to-end collaboration in surgical supply chain planning and execution. We do this by building a network of standalone sterile processing centers for vendor instruments and implants used in surgery. Our purpose is to run zero-defect operations which maximize quality and asset performance in all respects, including Operating Room utilization, inventory performance and labor efficiency on both ends. Company acquired end of June 2024.

Develop product strategies and lead the launch of new products in the Global Solutions Business.

Define, develop, grow and lead the orthopedics business with a new end-to-end, closed-loop data-driven business model that connects manufacturers with the operating room, and everything in-between.Define and lead strategy and development of O&M's global, integrated, end-to-end business model as a supply chain services provider.

Genco Healthcare Logistics has strongholds in the medical device sector, in OTC, and in pharmaceutical returns. In all, Genco provides logistics services to 75+ unique healthcare accounts, thus serving as an excellent foundation upon which to further develop a sector.STRUCTURE Installed requisite cadence for sales meetings, pipeline reporting and maintenance functions. Re-built and re-organized the Sales and Solution teams, both of which I manage. Developed and implemented a forecasting function.STRATEGY Developed and implemented a business unit go-to-market strategy. Implemented four (4) sector-specific sales plans through the new sales team. Developed marketing and lead generation plans.IMPLEMENTATIONTrained my team in consultative sales principles. Recruited external Operators needed to pursue and implement new business. Introduced and implemented cost modeling automation tools for our solutions development process. Integrated Operations, Finance and Quality Assurance into the pipeline review process; built a business unit sales culture that exploits contributions from all stakeholders in the pursuit.EXECUTION Grew our pipeline 560% in 22 months. Added 45% to our top line in our first full fiscal year. Personally drove 81% of that number. Developed and implemented strategic account plans for key accounts and targets, enabling 44% of current year sales to come from existing accounts. Improved our close ratio 305%, to its current level of 42%, with an 84% close ratio in core business.

Played key role in the transformation of our group from a company sideline into a market leader with an 81% close ratio. Our small size translated to an aggressive and innovative agenda that influenced behavior well beyond the boundaries of our Sector.STRUCTUREDrove weekly sales meetings and I developed our currently forecasting tool. I also conceived and built an intranet web tool that 744 global DHL users used to deliver business proposals.STRATEGYI capitalized and launched a zero-defect controlled substances business that served as the centerpiece of my 2006 plan to transform our image. It successfully enabled us to shift from a 91% dependency on the OTC segment, to an equal balance between Prescription Pharmaceuticals, OTC and Medical Devices.IMPLEMENTATIONI led special projects for long-term growth: direct distribution and specialty pharma. I conceived and sold the region’s first multi-client Warehouse Management IT strategy, which allowed our small-footprint sector to resolve fundamental cost issues. I sold and managed two of our most important sector accounts, creating new market proof sources that also delivered customer satisfaction levels ranking in the top 10% of our overall organization.EXECUTIONImplemented the 2007 plan that enabled a 29% CAGR across 8 years, bringing us from 5th in the market to a dead-heat for 1st (among 11 providers). I commercialized five new businesses: controlled substances, branded pharmaceuticals, sample-carry samples fulfillment, direct-to-physician samples fulfillment, and hospital logistics. These segments accounted for 76% of EBIT growth from ’09 to ‘12. At the individual level, with a 50% time allocation I consistently delivered in excess of $10M per year. My last major project involved facility purchases and a contract value of $83M.

With responsibility for healthcare sales and product development, I created, validated and implemented a sector-specific growth strategy to complement the company’s move towards vertical alignment of sales and operating resources. Successfully conceived and launched new products and expansion initiatives in the following fields: pharmaceutical samples (Detailing), fee-for-service distribution services, and Homeland Security; managed sales and marketing staff; developed a healthcare strategy and sales collateral; increased total healthcare pipeline by 12 times, and sector revenue 18% year over year.

Snapshot: An early stage, 105-person medical device manufacturer focused on infusion therapy services enabled by its own hardware solution. I executed direct sales as the company transitioned to a service model. Team Results: a 32-month backlog of service contracts.FluidSense also operated as a technology incubator, and extension of DEKA R&D. While employed by FluidSense I allocated 40% of my time to Venture Scientifics, created to drive licensing agreements for FluidSense intellectual properties.

Company activities involved all aspects of the new business development process, including: product concept development and validation, prototype design, and business-to-business sales & marketing. Revenues came in the form of royalties negotiated for delivery of the customer-specific technology solution. Corporate intellectual property was primarily centered in the field of control software technologies.

Snapshot: A $75M manufacturer of PCMCIA OEM-specific memory products for embedded applications.I launched European sales operations, increasing territory sales from $640K to $4M in the first year.

Snapshot: a subsidiary of United Technologies, I develop commercial sales initiatives in the $400M KDT unit of this military sub-contractor.