Thomas Arnold Email & Phone Number

Minneapolis, MN, US

San Jose, California, US

Minneapolis, MN, US

I lead a team with broad commercial responsibility across the Diabetes US region spanning Downstream Marketing, Sales Enablement, Commercial and Digital Transformation, Commercial Strategy, and Health Plan Solutions (Managed Markets).Built and successfully integrated three new US region functions (Downstream Marketing, Commercial Strategy, and Commercial.

Minneapolis, MN, US

Led sales team of Corporate Account Managers, National Account Managers and Regional Directors that performed account management activities with 500+ Medtronic Diabetes health plan customers accounting for $1.3B in US sales. Team specialized in developing and executing new business models ranging from strategic pricing deals to full value-based healthcare.

Minneapolis, MN, US

Built and led team responsible for strategy, internal Medtronic business unit partnerships and external Value-Based Healthcare partnerships for Medtronic Care Management Services (MCMS) and Americas Region.Led development of major strategic pivot to reposition MCMS from remote patient monitoring company to comprehensive care management services provider..

Milano, MI, IT

Member of senior-level team tasked to develop and execute disruptive commercial business models using Blue Ocean Strategy for Sorin’s US Cardiac Rhythm Management business unit.Led innovative six-party JV deal uniting hospital systems, health plans, and medical device companies to disrupt the US healthcare market. Conceptualized business model and.

Milano, MI, IT

Based in Paris, France I Led Sorin Group's global Tachycardia and Heart Failure business including Upstream and Downstream Marketing strategy and execution; long-term portfolio planning; and business strategy.Developed and implemented new product launch process to improve launch effectiveness across entire marketing department. Partnered with VPs of.

Marlborough, MA, US

Rallied organization around long-term strategic importance of Boston Scientific’s $350M US pacemaker franchise driving increased emphasis of pacemaker sales performance, new post-market pacemaker clinical study, and tenfold increase in US pacemaker marketing budget resulting in 3% US market share gain in two years. Built pacemaker marketing team from 2.

Marlborough, MA, US

Led 25 member cross-functional heart failure franchise team to develop long-term portfolio strategy for Boston Scientific’s $950M global heart failure franchise. Developed and presented 5 year franchise plan to CEO and gained alignment throughout organization to ensure adequate funding support.Developed detailed competitive assessment to understand Boston.

Marlborough, MA, US

Created organization-wide sales and marketing website to communicate marketing strategies and align 1,200 person sales force around quarterly priorities. Led six marketing departments to develop individual web page content aligned with overall strategy. Drove adoption by promoting its value across organization.Developed aggressive marketing campaign.

Marlborough, MA, US

Directly supported division President to develop company analyst presentations for day-one JNJ merger completion call and for back-up JNJ merger break-up call should the merger agreement be terminated.Developed detailed customer environmental analyses in 2004 and 2005. Identified unique growth drivers, potential growth inhibitors, and broad market trends.

Worldwide, OO

Served as Interim Director of Operations for 70,000 member HMO Independent Practice Association while preparing to transition operations to outsourced vendor. Improved claims-processing productivity 180% while maintaining morale in environment in which 50 employees were aware that their jobs would be terminated. Eliminated backlog of over 40,000 claims in.

Managed 29 different products generating $25M in annual sales for $80M automotive supplier of aluminum die-castings.Developed and implemented machining practices and operating strategies for startup Mexican Maquiladora facility.Led cross-functional team of 10 people that increased tooling life by 400% on company’s highest volume program resulting in annual.

Managed 35 direct employees and production resources and scheduling for manufacturing department generating $35 million in annual sales.Increased shift productivity from 72% to 108% in six months by motivating, developing, and empowering employees.Designed and implemented company-wide benchmarking tool to measure productivity.Created employee incentive.

Received “Award of Excellence” at Motorola’s annual Supplier Showcase for directing cross-functional quality improvement team that saved Intermet $325,000 annually.Modified work cell layouts and process flow routings to increase throughput and improve ergonomics.

Mba, Corporate Strategy And Marketing

Bs, Industrial Engineering