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 Transformation) hiring and onboarding 40+ employees in 5 months to drive stronger sales and marketing execution; develop and implement Americas 3-year strategy; and lead large-scale digital transformation projects including: SalesForce CRM, HCP Portal, patient e-commerce mobile app, and complete modernization of US call center.Led Marketing team to develop and execute new quarterly plan of action (POA) process, conduct first ever qualitative and quantitative VOC and brand research, develop new HCP customer segmentation, and implement new salesforce targeting tools to strengthen sales and marketing execution and prepare for next generation platform launch.Led development of US marketing strategy, messaging, and tactics for 780G insulin pump system launch.Led Health Plan Solutions team to develop and execute novel insurance coverage strategy for new Extended Infusion set delivering $30M in price increases and 80%+ commercial insurance coverage in 8 months.Partner with senior leadership to influence portfolio strategy, business strategy, and business development initiatives.Provide executive sponsorship and leadership for customer experience pillar in Diabetes Transformation PMO.

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 partnerships.Led efforts to cultivate C-Level and Executive-Level relationships with top US health plans to develop and expand win-win partnerships that created sustainable differentiation for Medtronic Diabetes products and solutions.Led US payer marketing including strategy, messaging, tactics and collateral development.Successfully led all facets of negotiation strategy and execution of new $700M UnitedHealthcare partnership contractLed team to secure $150M+ in price increases over 4 years leveraging creative strategy and targeting approach.Executed multiple value-based deals including novel, outcomes-based agreements with Aetna and UnitedHealthcare.Led strategy to preserve $100M+ in revenue by preventing health plans from moving Medtronic products to pharmacy.Led team to reverse Anthem’s non-coverage decision for MiniMed 670G hybrid closed-loop infusion pump system.Led 6-month McKinsey engagement focused on transforming entire Diabetes sales cycle including all facets of customer care. Project led to series of transformation projects being implemented across sales and customer care.Presidents Club Award – 2019, 2020 (only two years eligible)

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. Strategy focused on inorganically acquiring capabilities (risk management and care management) to enable MCMS to partner with Medicare Advantage plans and Medicare ACOs to take full risk for total cost of care on defined populations of complex, chronic patients. Led joint venture deal discussions with $13B national provider of outpatient services to co-create novel heart failure care management model. New model would enable Medtronic and our partner to structure VBHC contracts with Medicare Advantage plans to take sub-capitated risk on populations of high-risk heart failure patients.Led cross-functional team to develop 5-year strategic plan for Medtronic’s $16B Americas region in 2015 & 2016.Conceptualized new hospital-at-home model leveraging MCMS care coordination capabilities and Medtronic’s diagnostic devices in partnership with provider organization. Developed partnership with leading integrated payer/provider to co-develop this model to treat hospitalized heart failure patients in their homes to improve outcomes, increase patient experience, and lower the total cost of care.Led execution of full-risk VBHC partnership pilot with Aetna focused on improving outcomes and lowering total cost of care on population of high-risk heart failure patients in Aetna’s Medicare Advantage (MA) plans.

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 developed business strategy, business plan, marketing strategy and branding for the new startup business. Identified, pitched, and developed key investment and strategic deal partners.Led team that successfully closed first-of-its-kind partnership in medical device industry with Aetna in which Aetna sold Sorin pacemakers and defibrillators into its hospital partners.Trained on Blue Ocean Strategy and leveraged its tools and frameworks to conceptualize and develop disruptive direct to payer business model to bypass sales and marketing barriers of Big 3 CRM market leaders. Hand selected by CEO to execute the model in the US.Leveraged strong understanding of macro healthcare environmental changes in the US and Europe and their impact on payers, providers, and patients to develop and execute innovative commercial business models for long-term growth.

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 Marketing from other Sorin business units to roll out process in their divisions.Launched 5 products in Europe over 14 months, including Sorin’s flagship SonR CRT Optimization System (PARADYM RF SonR CRT-D and SonRtip Sensor Lead), driving team to successfully manage multiple product launches simultaneously while coaching them on new launch process.Developed and implemented new sales force training process combining technical, clinical, and sales training to improve early commercial results. Improved collaboration with European and US sales and marketing teams to build Global Marketing credibility and strengthen sales and marketing execution. Resulted in 23% CRT-D growth in first year of SonR launch and fastest European-wide product launch rollout in Sorin history.Rebuilt tachycardia and heart failure marketing team strengthening marketing skill-set and professionalism. Influenced organization to improve marketing hiring profile to focus on core-marketing education and strong marketing experience. Blended employee development and targeted hiring to achieve results.Realigned 5 year portfolio to blend innovation with key foundational elements to close competitive gaps and strengthen short-term and long-term commercial strategy.

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 FTEs to 6 FTEs as expectations increased and results warranted.Led the successful launch of Boston Scientific's ALTRUA pacemaker family. Drove adoption to 90% mix within 3 months and gained and held over 1.5% market share in first three quarters of launch.Successfully relaunched 10 year-old feature to counter significant portfolio gap turning an expected 2% US market share decline into a 1.5% market share gain in 2009. Partnered with key regional sales teams to drive early wins. Collaborated with Europe, Japan and Australia to influence their commercial strategy and support campaign’s global implementation.Conceptualized and led therapy development initiative to create preferential pacemaker referrals for Boston Scientific. First year results included two highest revenue quarters in over four years and highest market share in over five years.Developed and executed creative cadence play turning minor quality enhancement into the world-wide launch of ALTRUA EL. Drove 6% average price uplift in over 500 US accounts and statistically significant increase in customer perception of Boston Scientific pacemaker longevity.Led global strategy development and US execution of Boston Scientific’s next generation pacemaker platform launch.

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 Scientifc opportunities and threats.Developed industry environment assessment to identify long-term trends in the marketplace to drive franchise strategy.Led marketing department business school recruiting program to attract and develop key MBA talent.

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 (STRAIGHTALK) to blunt competitive product offering and promote better alternative to address heart failure decompensation detection. STRAIGHTALK became standard brand for all future competitive marketing campaigns and changed the way Boston Scientific CRM responded to competitive activity.Analyzed and communicated competitive intelligence to enable effective marketing strategy and competitive response.

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 for each customer segment. Analyses yielded several core customer beliefs that served as the foundation for Boston Scientific’s 2004 and 2005 strategic plans and ongoing product launches.Developed and implemented detailed physician-level implant volume projections for US $2B Bradycardia market and $4B Tachycardia market with third-party vendor. Projections allowed Boston Scientific to understand customer trends and individual physician implant volumes and enabled Boston Scientific to track physician-level market share.Partnered with product launch teams to develop appropriate targeting and messaging for new products based on customer demographics and trends affecting CRM implanters and referring physicians.

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 only 6 weeks and created two-week cushion for follow-up obligations on contested claims.Designed and implemented point-of-service cash collections function for inpatient, outpatient and emergency department services for 1,500 bed medical center. Developed “As-Is” and “To-Be” process flows. Established critical physician buy-in. Conducted several training sessions to educate personnel and promote function’s benefits to skeptical stakeholders. First-year results projected to add $1.5M to medical center’s bottom line. Conducted assessment of 500 bed county hospital’s revenue cycle operations. Assessment included detailed analysis and benchmarking of back-end claims processing and follow-up operations and efficiency of hospital’s accounts receivable. Identified and prioritized several process redesign initiatives which, if correctly implemented, would yield $5.9M net revenue improvement due to cash acceleration and reduction of avoidable contractual adjustments.Implemented system-wide “provider-based” operating model for all medical and physician practice-based services of regional health system resulting in $2M increase in annual revenues. Conducted financial analysis to determine potential reimbursement revenue improvement opportunities. Developed and implemented new operating processes and procedures for physician practices and hospital billing department to facilitate new provider-based model.Developed assessment of the long-term viability of the California healthcare market for a large integrated healthcare system to support its $7 billion investment strategy.

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 savings of $1M.Introduced eight new product launches into manufacturing, delivering them on average two weeks ahead of schedule and 5% under budget.Partnered with customer engineers to establish optimal design concepts for manufacturing.

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 program rewarding individuals for high quality and productivity.

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.