I currently enjoy the opportunity to work with the FFF, NuFactor and our technology teams to ideate, design and develop innovative solutions and unique services. These initiatives have led to business growth and increased profitability, while contributing to our long history of meeting unmet needs in the pharmaceutical and healthcare community.Some of our noteworthy accomplishments include:✭ Achievement of a two-fold increase in revenue and a four-fold increase in earnings.✭ Establishment of the RightNow Inventory business unit, which focuses on creating and developing real-time on-site inventory solutions that utilize various Internet of Things (IoT) devices interconnected through cloud computing.✭ Standardization and expansion of our distribution network that includes four distribution centers supported by a top tier warehouse management system, automated conveyance and best in class cold chain delivery solutions.✭ An unprecedented capability to connect distribution services, pharmacy services and on-premise inventory management in a way that providers have multiple options of service and manufacturers have a single view of real time inventory and usage.

I was responsible for managing two business units with a yearly budget of $3 million. My oversight included strategic planning, developing the organization, improving processes, optimizing performance, budgeting, forecasting, and handling profit and loss. Additionally, I managed a team of 10 full-time consultants.✭ Developed operations practice and successfully increased annual revenue from $0 to $3.5M in just 12 months.✭ Authored standard sales proposals, resulting in an improved conversion rate from 30% to 80% within 6 months.✭ Revamped the standard project methodology, leading to a 20% acceleration in consulting service delivery.✭ Prospected 40 target clients, secured 28 accounts in 18 months, and generated $5.4M in revenue.✭ Peer nominated as executive sponsor for a corporate-wide standardization initiative.

I was responsible for managing six highly automated pharmacies that serve 275 long-term care (LTC) patient facilities with over 32,000 beds. My responsibilities include strategic planning, operations management, sales enablement, account management, financial management, technology integration, and profit and loss (P&L) management.Notable achievements in my role:✭ Within 60 days of starting, we successfully turned around and improved the operations and IT of the pharmacies. This allowed us to retain four high-risk clients and avoid a potential loss of $40 million.✭ Restructured the P&L focus by linking activity and associated cost, resulting in the elimination of $800,000 in expenses within two months.✭ Developed and implemented organizational Key Performance Indicators (KPIs) that improved the efficiency of the pharmacies by 25% over the course of a year.✭ By optimizing the overall efficiency of the organization, we were able to increase patient volume by 20% and revenue by 30% over a two-year period.✭ Led the client focus group collaboration board that significantly reduced our expenses for stat deliveries, resulting in an annual savings of $1.5 million.✭ Through the implementation of a profitability improvement plan, our EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization) increased by 194% within a year.✭ Revamped our sales onboarding process, reducing client training time from three months to four weeks.✭ Successfully launched a Lean/Six-Sigma program and oversaw 30 projects, which resulted in annual cost savings of $2 million.✭ Negotiated and resolved bad debt accounts, reducing our past due receivables from $2.2 million to $200,000 within three months.✭ Played a crucial role in planning and executing a CEO transition, where I identified annual EBITDA gaps worth $6 million for the first year's agenda.✭ Initiated a change management initiative across sales, HR, and the C-Suite, ensuring smooth organizational transitions.

A key leader and influencer in promoting standardization and customer excellence for 38 distribution centers in the United States and Canada. I was directly responsible for managing a team of 75 highly capable individuals who oversaw strategic planning, service development, distribution processes and systems, facility design, labor management, transportation, and relationships with clients, vendors, and the government regulatory agencies.Specific accomplishments include:✭ Taking the lead in consolidating the network, resulting in a reduction from 52 distribution centers to 28 over a span of 7 years. This initiative saved over $450 million annually.✭ Successfully revitalizing a struggling greenfield project, ensuring the preservation of $450 million in earnings and preventing any disruptions.✭ Creating standardized facility building tools, which resulted in a significant cost reduction. Consulting costs were reduced from $20 million to $0 within 6 months.✭ Launching the first large-scale drug pedigree system, generating $6.5 million in revenue with an 80% profit margin.✭ Facilitating Lean/Six-Sigma workshops, which led to a decrease in resources by 30% and an increase in capacity by 100%.✭ Segregating and differentiating client services, resulting in a 70% revenue growth equating to $50 billion over 5 years.✭ Developing advanced operating systems for the future that achieved an annual cost savings of $22 million.✭ Creating an innovative contract delivery system, enabling annual cost savings of $8 million.✭ Nurturing relationships and influencing federal legislation that preserved $50 million in assets.✭ Formalizing a new supplier service model, which generated $45 million in revenue with a 30% gross margin.✭ Designing an automated central fill pharmacy, leading to a revenue growth of $30 million with a 12% net margin.✭ Authoring a strategy for customer acquisition that won a $30 billion account over a span of 10 years.

Performed supply chain network and operations analyses for companies in mass merchant and fashion retail, Internet sales fulfillment and pharmaceutical distribution while developing innovative computer model that analyzed core business data from multiple industries to output distribution center and operations design criteria.

Operations Manager – 1998 to 2000Directed award winning team of eight direct reports and 30 leads who coordinated 500 full time and up to 600 temporary employees in a highly automated manufacturing and warehousing plant that operated 24/7 during peak season that was chosen as the Avery Dennison Plant of the Year in 1999.Lean Manufacturing Program Manager – 1997 to 1998 Pioneered Avery Dennison’s beta implementation of Lean Manufacturing that saved the Meridian, MS plant $3.6 million in operating cost, cut average manufacturing processing time from 3 days to less than 24 hours, and reduced plant wide defects by 65%; all realized in the implementation year.Manufacturing Engineer – 1996 to 1997Developed manufacturing processes and redesigned high-speed automated machinery to produce the industry’s first scratch free sheet protector.

Distribution Center Manager – 1995 to 1996Managed start-up, consolidation and operations activities of Sunbeam-Oster’s first automated distribution center of 150 full time employees.Project Manager – 1993 to 1995Directed all aspects of building construction, equipment procurement, equipment and systems integration, staffing and operations start-up of automated $18M distribution center delivered one month ahead of schedule and $1.5 M under budget.Industrial Engineering Supervisor - 1992 to 1993Redesigned and line balanced bathroom scale manufacturing processes and electric blanket manufacturing processes that resulted in a complete re-layout of two manufacturing plants.