LEADING THE DEVELOPMENT, IMPLEMENTATION, AND ALIGNMENT OF OPERATIONAL STRATEGIES
Transformational Operations Executive with proven performance in driving multi-million dollar savings and improving operational excellence, and productivity within high technology, pharmaceuticals, and health care industries.
At ease operating within multinational, global environments, with extensive onsite business dealings throughout the U.S., Europe, Mexico, and the Far East. Complex problem solver and a change agent appreciated for vision, management skills, thought leadership, confidence, and fostering teamwork to create processes and systems that consistently produce extraordinary results.
Seeking to support the long-term growth of an organization through application of operational excellence and best practices, business process management, enabled by best-of-breed technology solutions. APICS, CPIM Certified.
SKILLS FOR TRANSFORMING OPERATIONAL CAPABILITIES
* Strategy
* Value Creation
* Integration Management
* Demand Planning/Forecasting, S&OP
* Lean and Value Stream Management
* Profit Optimization and Cost Reduction
* Operational Excellence
* EBITDA growth
* Inventory Optimization
* Manufacturing /Strategic Sourcing and Procurement
* Best Practices
* Vendor Management
* Business /Technology Alignment
* ERP (SAP, Oracle, PeopleSoft);
* SCM (SAP APO, i2, Adexa)
* SRM (SAP, Oracle, PeopleSoft)
DELIVERING BOTTOM-LINE RESULTS THROUGH OPERATIONAL MASTERY
LEADING THE DEVELOPMENT, IMPLEMENTATION,
AND ALIGNMENT OF OPERATIONAL STRATEGIES
Transformational Operations Executive with proven performance in driving multi-million dollar savings and improving operational performance, and productivity within high technology, pharmaceuticals, and health care industries.
At ease operating within multinational, global environments, with extensive onsite business dealings throughout the U.S., Europe, Mexico, and the Far East. Complex problem solver and a change agent appreciated for vision, management skills, thought leadership, confidence, and fostering teamwork to create processes and systems that consistently produce extraordinary results.
Seeking to support the long-term growth of an organization through application of operational excellence and best practices, business process management, enabled by best-of-breed technology solutions. APICS, CPIM Certified.
SKILLS FOR TRANSFORMING OPERATIONAL CAPABILITIES
" Strategy
" Value Creation
" Integration Management
" Demand Planning/Forecasting, S&OP
" Lean and Value Stream Management " Profit Optimization and Cost Reduction
" Operational Excellence
" EBITDA growth
" Inventory Optimization
" Manufacturing /Strategic Sourcing and Procurement § Performance Improvement
§ Best Practices
§ Vendor Management
§ Business /Technology Alignment
§ ERP (SAP, Oracle, PeopleSoft);
§ SCM (SAP APO, i2, Adexa)
§ SRM (SAP, Oracle, PeopleSoft)
DELIVERING BOTTOM-LINE RESULTS THROUGH OPERATIONAL MASTERY
Challenge: To integrate procurement and supply chain operations post-merger and bring operational costs in line with declining hospital procedural volumes and net revenue. Developed an 18 month transformational, $100M cost reduction strategy and roadmap for a 5 hospital integrated delivery network in Scottsdale, AZ, which had (FY14) $2.1B in net revenue.
" Consolidated and regionalized procurement, contracting, supply chain, and purchased services functions to implement the top 10 cost reduction strategies across the system. Developed 3 year transformational strategy to reduce cost by $100M and build a governance structure to align the cost reduction activities with the Orthopedic, Neuro, and Cardiovascular Service Lines to support value and risk based payments.
" Centralized procurement, contracting, supply chain and purchased services operations in less than 12 months.
" Developed and deployed a network supply cost Governance structure to drive cost reduction accountability to the hospital operations executives.
" Consolidated the item master and standardized all contracting across the network
" Consolidated two on premise ERP systems into one SaaS based ERP and deployed within 18 months
Challenge: To bring operational costs in line with declining hospital procedural volumes and net revenue. Developed an 18 month transformational cost reduction strategy and roadmap for an urban integrated delivery network in Phoenix, AZ, which had (FY13) $619M in net revenue, 255,784 emergency visits/yr and 79,342 total adjusted patient discharges.
" Consolidated and regionalized supply chain, pharmacy, and purchased services functions to implement the top 10 cost reduction strategies across the system. Developed 3 year Imaging Service Line Strategy to grow and support Cardiovascular, Neuro and Stroke service line programs.
" Total Operating Expense Per CMI Adj Patient Day down 5.2% from FY11
" Supplies Expense (14.4%) CMI Adj /% Net Revenue down 7.8% from FY11
" Supplies Expense/CMI Adj APD down 10.9% from FY11
" Pharmaceuticals Expense/CMI Adj Patient Day down 6.8% from FY11
Challenge: To develop a operational strategy and roadmap for the Mexican federal health care system, which serves 48 million beneficiaries and is comprised of 35 distribution warehouses, 286 hospitals, 1,495 clinics, and 709 pharmacies (part of three-year, $20 million PeopleSoft implementation contract awarded to Tata Consultancy Services).
§ Developed a three-year healthcare operational transformation roadmap to yield $1.15 billion net present value (NPV) each year, over eight years, including the reduction of over $200 million in shrinkage, annually. Recommendations encompassed:
§ Hiring a director of supply chain.
§ Creating two supply chains; outpatient clinic/retail pharmacy and general/specialty hospitals with distinct replenishment models for each.
§ Consolidating and regionalizing 35 warehouses into 7, instituting JIT and vendor managed inventory processes, and creating web-based, front-end collaborative replenishment model.
§ Standardizing supplier agreements spend analysis and categorization of goods, and instituting strategic sourcing.
§ Centralization of planning, forecasting, and purchasing.
Challenge: To optimize costs, efficiencies, and business processes across Intels component supply chain. With Intels expansion into Latin America, China, Malaysia, the Philippines, Europe and Israel overcoming cultural barriers was key to reaching business consensus.
§ Achieved an aggregate savings of $132.7 million within all Assembly/Test factories, utilizing Linear Programming optimization, consignment inventory, enabled by SAP:
§ Negotiated 22% cost reduction, on $178 million quarterly Taiwanese supplier contract, as part of $600+ million annual purchasing budget for cartridge and systems materials.
§ Achieved $6.4 million annualized savings for PCBs by developing commodity lowest-total-cost optimization model leveraging Manugistics.
§ Cut virtual factory operational group costs $15 million annually, and reduced cycle time for master data creation 87%, through process redesign.
§ Saved $26.3 million by developing capacity planning/optimization and implementing best practice procurement and inventory-replenishment model;
§ Reduced expenditures by $15 million within communications product line, utilizing an Internet-based procurement and consigned inventory replenishment model, and reengineering worldwide subcontracting for assembly components.
§ Developed and implemented a consignment based Inventory Replenishment model worldwide in Assembly Test factories for $1.2 billion in procured PCBs that saved $7.5M.
§ Secured $11.3 million for substrate commodity by developing What-If simulation / optimization capability.
Challenge: To identify cost cutting measures for Union Bank of California (six-month, onsite engagement through Tata Consulting Services).
§ Uncovered functional overlaps, consolidation, and retirement opportunities that yielded $40 million in annual savings:
§ Led comprehensive analysis of 374 IT applications, analyzing cost, function, and strategic fit for each application; and
§ Recommended simplification and consolidation of IT application portfolio.
DEEP AND BROAD EXPERIENCE IN BUSINESS AND OPERATIONAL PROCESSES
HonorHealth 2014 Present
HonorHealth is a $2B+ Arizona operator of an integrated population healthcare delivery network comprised of 5 hospitals, heart, orthopedic and cancer institutes, two foundations, and two ACOs.
VICE PRESIDENT, PROCUREMENT & SUPPLY CHAIN
Manage $600M in supply, pharmacy and purchased services spend annually over an organization of 165+ people across five hospital locations.
Tenet Health 2013 2014
Tenet Health is a $15B leading operator of a nationally-positioned integrated healthcare delivery networks comprised of 79 hospitals, 157outpatient centers, 6 health plans and 4 ACOs.
CHIEF INFORMATION OFFICER,
VICE PRESIDENT, SUPPLY CHAIN
ARIZONA REGION 2013 - 2014
Chartered to deploy ICD-10 and applications for attestation for Meaningful Use Stage 1 and 2 in AZ region.
Manage $170M in supply, pharmacy and purchased services spend annually over an organization of 145+ people across six hospital locations.
Vanguard Health Systems 2010 - 2013
Vanguard Health Systems is a $5B leading operator of regionally-focused integrated healthcare delivery networks comprised of 28 hospitals, 20+ physician practices, and 4 health plans.
CHIEF INFORMATION OFFICER,
VICE PRESIDENT, SUPPLY CHAIN
ARIZONA REGION 2013 - 2013
VICE PRESIDENT, SUPPLY CHAIN
ARIZONA REGION 2010 - 2013
Manage $170M in supply, pharmacy, and purchased services spend annually over an organization of 170+ people across six hospital locations. Saved $19.7M in supply cost year during tenure.
Association of BPM Professionals 2003 Present
The Association of Business Process Management Professionals International is a non-profit, vendor independent professional organization dedicated to the advancement of business process management concepts and its practices.
PRESIDENT, DIRECTOR, BOARD OF DIRECTORS 2010 - Present Turned organization around from near bankruptcy to profitability in one year while expanding membership and services globally. As Board President, developed 5 year strategic plan, which by fourth year of plan execution, generated total retained earnings of $500k.
Vice President, Relationships & Marketing, Director, Board of Directors 2003 - 2009
Tata Consultancy Services 2006 2010
Global firm providing business and IT services to Fortune 2000 clients. Over 123,000 employees and approximately $6 billion annual revenue.
SENIOR MANAGER, STRATEGY & OPERATIONS
GLOBAL CONSULTING PRACTICE 20082010
MANAGER, ERP/ENTERPRISE ARCHITECTURE, GLOBAL CONSULTING PRACTICE 2006 2008
Brought on board as one of 10 consultants in the United States, to develop opportunities in the manufacturing, health care, and high tech industries for the company's newly formed global consulting practice.
Intel Corporation 1997 2006
Founded in 1968 to build semiconductor memory products, Intel introduced the world's first microprocessor in 1971. Currently employs over 80,000 with revenues in excess of $38 billion, annually.
MANAGER, BUSINESS PROCESS MANAGEMENT AND ENTERPRISE
BUSINESS ARCHITECTURE 20042006
Progressed through organization, contributing to Intels global footprint via experience within commodity management, sourcing, procurement, inventory replenishment planning, demand planning, supply chain planning, manufacturing planning/execution, and business process management. Areas of accountability ranged from managing Bills of Material for over 127 pieces in the newly formed cartridge and systems materials operations group to leading a global 45-member process-redesign team that streamlined and standardized business processes for the Fab/Sort and Assembly Test Operations Groups.
Earlier positions:
Business Architect, ISNG eBusiness 20022004
Product Line Manager, Supplier eBusiness 20002002
Project Mgr., Worldwide Materials Ops 19992000
Commodity Manager, Cartridge and
Systems Materials Operations 19981999
Corporate Purchasing Operations 19971998
GlaxoSmithKline,
Research Triangle Park, NC 1988 1996
A British pharmaceutical, biological, and healthcare company. The world's second largest pharmaceutical company, by employees.
EXECUTIVE HEALTH SYSTEM CONTRACT MANAGER 19951996
SENIOR MEDICAL CENTER /REGIONAL FIELD TRAINER 19901995
PHARMACEUTICAL SALES
REPRESENTATIVE 19881990
During hostile takeover, undertook initiative for two positions: business development and regional medical center trainer. Demonstrated value by training those displaced by the merger, while simultaneously achieving 115% of total quota and 127% of quota for 10 flagship products. Earlier successes included ousting major competitor from five key accounts, and winning Premier Performer Award for two straight years.
COMMITMENT TO PROFESSIONAL DEVELOPMENT
University of Pittsburgh Katz Graduate School of Business, Pittsburgh, PA
MBA, with specialization in Operations and Finance
Albright College, Reading, PA
BS, Psycho-Biology
APICS, CPIM Certification for Production and Inventory Management, 2003, 2008, 2013
Managing Supply Chain Projects for Competitive Advantage, 35 credit hours towards
Project Management Professional Certification, 2003
INDUSTRY LEADERSHIP
§ Association of Business Process Management Professionals
§ President, and Director, Board of Directors, 2010-Present
§ Vice President of Affiliations & Relationship Management and Director, Board of Directors, 2003-2009
§ APICS, Association for Operations Management, 2003 - Present
§ Value Chain Group, 2003-2006
§ Supply Chain Council, 1999-2009
Challenge: To bring operational costs in line with declining hospital procedural volumes and net revenue. Developed an 18 month transformational cost reduction strategy and roadmap for an urban integrated delivery network in Phoenix, AZ, which had (FY13) $619M in net revenue, 255,784 emergency visits/yr and 79,342 total adjusted patient discharges.
* Restructured organization to implement the top 10 cost reduction strategies across supplies, pharmacy, and purchased services.
* Total Operating Expense Per CMI Adj Patient Day down 5.2% from FY11
* Supplies Expense (14.4%) CMI Adj /% Net Revenue down 7.8% from FY11
* Supplies Expense/CMI Adj APD down 10.9% from FY11
* Pharmaceuticals Expense/CMI Adj Patient Day down 6.8% from FY11
Challenge: To develop a operational strategy and roadmap for the Mexican federal health care system, which serves 48 million beneficiaries and is comprised of 35 distribution warehouses, 286 hospitals, 1,495 clinics, and 709 pharmacies (part of three-year, $20 million PeopleSoft implementation contract awarded to Tata Consultancy Services).
* Developed a three-year healthcare operational transformation roadmap to yield $1.15 billion net present value (NPV) each year, over eight years, including the reduction of over $200 million in shrinkage, annually. Recommendations encompassed:
* Hiring a director of supply chain.
* Creating two supply chains; outpatient clinic/retail pharmacy and general/specialty hospitals with distinct replenishment models for each.
* Consolidating and regionalizing 35 warehouses into 7, instituting JIT and vendor managed inventory processes, and creating web-based, front-end collaborative replenishment model.
* Standardizing supplier agreements spend analysis and categorization of goods, and instituting strategic sourcing.
* Centralization of planning, forecasting, and purchasing.
* Implementing continuous improvement processes.
Challenge: To optimize costs, efficiencies, and business processes across Intels component supply chain. With Intels expansion into Latin America, China, Malaysia, the Philippines, Europe and Israel overcoming cultural barriers was key to reaching business consensus.
* Achieved an aggregate savings of $132.7 million within all Assembly/Test factories, utilizing Linear Programming optimization, consignment inventory, enabled by SAP:
* Negotiated 22% cost reduction, on $178 million quarterly Taiwanese supplier contract, as part of $600+ million annual purchasing budget for cartridge and systems materials.
* Achieved $6.4 million annualized savings for PCBs by developing commodity lowest-total-cost optimization model leveraging Manugistics.
* Cut virtual factory operational group costs $15 million annually, and reduced cycle time for master data creation 87%, through process redesign.
* Saved $26.3 million by developing capacity planning/optimization and implementing best practice procurement and inventory-replenishment model;
* Reduced expenditures by $15 million within communications product line, utilizing an Internet-based procurement and consigned inventory replenishment model, and reengineering worldwide subcontracting for assembly components.
* Developed and implemented a consignment based Inventory Replenishment model worldwide in Assembly Test factories for $1.2 billion in procured PCBs that saved $7.5M.
* Secured $11.3 million for substrate commodity by developing What-If simulation / optimization capability.
Challenge: To identify cost cutting measures for Union Bank of California (six-month, onsite engagement through Tata Consulting Services).
* Uncovered functional overlaps, consolidation, and retirement opportunities that yielded $40 million in annual savings:
* Led comprehensive analysis of 374 IT applications, analyzing cost, function, and strategic fit for each application; and
* Recommended simplification and consolidation of IT application portfolio.
DEEP AND BROAD EXPERIENCE IN BUSINESS AND OPERATIONAL PROCESSES
Vanguard Health Systems 2010 - Present
Vanguard Health Systems is a $5B leading operator of regionally-focused integrated healthcare delivery networks comprised of 28 hospitals, 20+ physician practices, and 4 health plans.
CHIEF INFORMATION OFFICER,
VICE PRESIDENT, SUPPLY CHAIN
ARIZONA REGION 2013 - Present
VICE PRESIDENT, SUPPLY CHAIN
ARIZONA REGION 2010 - Present
Manage $170M in supply, pharmacy, and purchased services spend annually over an organization of 170+ people across six hospital locations. Saved $19.7M in supply cost year to date.
Association of BPM Professionals 2003 Present
The Association of Business Process Management Professionals International is a non-profit, vendor independent professional organization dedicated to the advancement of business process management concepts and its practices.
PRESIDENT, DIRECTOR, BOARD OF DIRECTORS 2010 - Present Turned organization around from near bankruptcy to profitability in one year while expanding membership and services globally. As Board President, developed 5 year strategic plan, which by fourth year of plan execution, generated total retained earnings of $500k.
Vice President, Relationships & Marketing, Director, Board of Directors 2003 - 2009
Tata Consultancy Services 2006 2010
Global firm providing business and IT services to Fortune 2000 clients. Over 123,000 employees and approximately $6 billion annual revenue..
MANAGER, SUPPLY CHAIN STRATEGY, GLOBAL CONSULTING PRACTICE 20082010
MANAGER, ERP/ENTERPRISE ARCHITECTURE, GLOBAL CONSULTING PRACTICE 2006 2008
Brought on board as one of 10 consultants in the United States, to develop opportunities in the manufacturing, health care, and high tech industries for the company's newly formed global consulting practice.
Intel Corporation 1997 2006
Founded in 1968 to build semiconductor memory products, Intel introduced the world's first microprocessor in 1971. Currently employs over 80,000 with revenues in excess of $38 billion, annually.
MANAGER, BUSINESS PROCESS MANAGEMENT AND ENTERPRISE
BUSINESS ARCHITECTURE 20042006
Progressed through organization, contributing to Intels global footprint via experience within commodity management, sourcing, procurement, inventory replenishment planning, demand planning, supply chain planning, manufacturing planning/execution, and business process management. Areas of accountability ranged from managing Bills of Material for over 127 pieces in the newly formed cartridge and systems materials operations group to leading a global 45-member process-redesign team that streamlined and standardized business processes for the Fab/Sort and Assembly Test Operations Groups.
Earlier positions:
Business Architect, ISNG eBusiness 20022004
Product Line Manager, Supplier eBusiness 20002002
Project Mgr., Worldwide Materials Ops 19992000
Commodity Manager, Cartridge and
Systems Materials Operations 19981999
Corporate Purchasing Operations 19971998
GlaxoSmithKline,
Research Triangle Park, NC 1988 1996
A British pharmaceutical, biological, and healthcare company. The world's second largest pharmaceutical company, by employees.
EXECUTIVE HEALTH SYSTEM
CONTRACT MANAGER 19951996
SENIOR MEDICAL CENTER REP/REGIONAL FIELD/MEDICAL CENTER TRAINER 19901995
PHARMACEUTICAL SALES
REPRESENTATIVE 19881990
During hostile takeover, undertook initiative for two positions: business development and regional medical center trainer. Demonstrated value by training those displaced by the merger, while simultaneously achieving 115% of total quota and 127% of quota for 10 flagship products. Earlier successes included ousting major competitor from five key accounts, and winning Premier Performer Award for two straight years.
COMMITMENT TO PROFESSIONAL DEVELOPMENT
University of Pittsburgh Katz Graduate School of Business, Pittsburgh, PA
MBA, with specialization in Operations and Finance
Albright College, Reading, PA
BS, Psycho-Biology
APICS, CPIM Certification for Production and Inventory Management, 2003, 2008, 2013
Managing Supply Chain Projects for Competitive Advantage, 35 credit hours towards
Project Management Professional Certification, 2003
INDUSTRY LEADERSHIP
* Association of Business Process Management Professionals
* President, and Director, Board of Directors, 2010-Present
* Vice President of Affiliations & Relationship Management and Director, Board of Directors, 2003-2009
* APICS, Association for Operations Management, 2003 - Present
* Value Chain Group, 2003-2006
* Supply Chain Council, 1999-2009 |
