HEALTHCARE INDUSTRY EXECUTIVE
Built high-performance, customer-oriented organizations through a solid foundation of operations experience complemented by senior level product development, marketing and sales skills. Facilitated corporate culture change, business transition and organizational development initiatives by designing and executing productivity, efficiency, quality and process improvements. Recognized for strong work ethic, integrity and sound judgment with the natural ability to establish consensus and rapport among disparate business units and teams. MBA Degree.
PROFESSIONAL EXPERIENCE:
P2 PLANNING FOR PROFITABILITY, LLC, Charleston, SC 2001
Owner/President - Strategic planning, marketing, development and operations consultative services.
HILL-ROM COMPANY, INC., Charleston, SC / Batesville, IN 1981 to 2000
Vice President / General Manager Home Care North America Division (1998 to 2000)
Director, Strategic Marketing & Development (1997 to 1998)
Director, Product Development (1994 to 1997)
Director, Specialty Beds Marketing / Critical Care Marketing (1991 to 1994)
Director, Case Goods Manufacturing (1988 to 1991)
Production Control Manager (1986 to 1988)
Senior Project Analyst (1984 to 1986)
Production Supervisor (1983 to 1984)
Industrial Engineer (1981 to 1983)
Accelerated career path with this $1+ billion, 6500-employee global health care corporation (division of Hillenbrand Industries) during periods of tremendous growth, reorganization and diversification. Promoted rapidly through manufacturing, engineering, supply chain management, and quality assurance positions. Assumed increasingly responsible marketing and product development roles, which led to promotions into general management. Final assignment was as a member of an 11-person executive management team and the #1 executive with full P&L responsibility for the $75 million North American Home Care Division.
Implemented programs, processes and procedures to grow revenues, reduce costs, improve service, and enhance profitability in a market segment facing increased regulatory and pricing pressures. Responsibility included operations, customer management, sales/marketing, clinical services, product devel-opment and launch, employee relations, and technology optimization. Managed team of up to 325 employees and budgets of $50+ million.
Strategic Planning, Vision & Corporate Culture
Designed new strategies and supported corporate-wide initiatives that included business integrations, corpo-rate culture changes, quality improvements and new business development. Developed cross-functional teams and spearheaded initiatives to realign business units and departments, integrate similar functions, and establish a common vision and direction for the business. Key highlights:
Achieved record number of products in use and 5% revenue growth per year despite overall industry/market decline. Solidified #1 market position at four-times the size of the next competitor.
Led the organization to become the first site in the company to achieve ISO-9001 certification and first division to receive JCAHO certification.
Launched studies to determine the value of E-Commerce as a means to drive business growth.
Established task forces to address quality, reimbursement and site accreditation issues. Helped to reverse a $30 million product reimburse-ment downcoding decision.
Facilitated the design of new product development processes during the merger integration of Hill-Rom and Support Systems International in 1994.
Sales and Marketing Leadership & Team Building
Steered the top-flight performance of sales, marketing, product development and business development teams. Established priorities and performance goals and gave them the right tools to create customer-driven solutions. Led leadership development programs to accelerate career advancement of high-potential candidates.
Transitioned to a ¡§solutions-centered¡¨ focus, and empowered staff to exceed customer expectations.
Redesigned sales training programs and formalized the client referral/lead generation process. Deliv-ered a $2 million annual cost savings and improved field sales team productivity by 10%.
Restructured sales teams and implemented a competency-based pay structure aligning compensation with product line sales.
Increased management/staff relations, motivated teams and reduced employee turnover by 15%.
Transitioned production of marketing collaterals in-house for a $160,000 annual savings.
Organized national sales meetings with up to 250 attendees to define objectives for continued growth and expansion of the business.
Established a customer advisory panel to profile and analyze the customer base, determine product specification, service requirements, and link customer needs with internal objectives.
Product Management, Development & Customer Fulfillment
Developed marketing plans for hospital and homehealth environments, including strategy development, market research, promotions, pricing and distribution. Led complete product development process from R&D through production and rollout.
Launched over seven products that captured $70+ million in revenues within a five year period.
Negotiated distribution agreements for two product lines that captured exclusive rights in the home care market and expanded penetration in the elderly seating market. Delivered $2.5 million in sales.
Improved inventory planning and order fulfillment for a high-demand product reducing costs $86,000.
Implemented pricing/positioning strategies for a low-end product to ensure optimal profit margins.
Operations Optimization, Process Improvement and Quality Management
Launched several initiatives to optimize people, process and technology resources throughout the organization and specific functional departments. Implemented value stream process management and policy deployment metrics systems to prioritize and manage the business. Maintained a focus on delivering improvements in quality, customer satisfaction, produc-tivity, cycle time and cost control.
Automated billing/collection processes, delivered a $7 million cost savings (including a $2 million reduc-tion in write-offs). Achieved measurable improvements in productivity and accuracy of reporting.
Consolidated/subleased facilities and initiated an $800,000 investment for ergonomically efficient work-stations. Delivered a $350,000 cost savings and significantly enhanced workflow optimization.
Initiated customer referral database and focused home care call center for improved customer satisfaction and reduction in care center training costs.
Implemented a safety program that delivered a 50% reduction in lost-time accidents.
Introduced quality processes and a KANBAN system that reduced production cycle time from 30 to 7 days for key product line.
Played a key role in designing and implementing a quick die change program that streamlined processes and minimized raw material investment.
Changed job and time/attendance reporting structures that improved productivity while reducing costs by $250,000 annually.
Orchestrated department relocation and launched an aggressive effort to upgrade production facilities, processes and technologies. Reduced labor hours by 16% and delivered a $300,000 annual savings.
Early Career Experience as Corporate Operations Management Trainee with Pullman Standard, Inc.
EDUCATION:
MBA Xavier University, Cincinnati, OH, 1988
BS Miami University, Oxford, OH, 1980 |
