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MAJOR CAREER ACCOMPLISMENTS

Major Career Accomplishments Organization

When I began my career at Niagara Falls Memorial Medical Center, a large majority of the patient records

were being charted incorrectly and were taking over 3 months to be indexed. This affected patient care

because physicianns did not have the most update patient charts. As a result I took it upon myself to conduct a

comprehensive study on the 6 primary care practices' use of eClinicalWork Electronic Medical Record.

According to each practice's needs, I developed and implemented patient records indexing and medical record

prioritization SOPs for eClinicalWorks throughout the hospital's IDN. Results: Streamlined patient record

and office workflow and significantly reduced patient chart errors that significantly increased the level of

patient care.

Niagara Falls Memorial

Medical Center

As an EHR Specialist, three of my key responsibilities are to train staff, improve processes, and manage the

patient medical record chart indexing processes. Through these daily interactions, I learned the coordination

of care and standard of care protocols involved with numerous departments and providers that take a"total

patient management approach." Examples are: integrated primary care and BH treatment, home health / post-

acute transition of care, referral / consultation processes, high-risk patient management protocols like

Medication Therapy Management, Health Homes, Addiction Medicine, Triple Aim Healthcare Roadmaps, and

PCMH. I have a birds-eye view on how the WNY health systems and medical communities are adapting to

Healthcare Reform and CMS manadates. The focus is on 4 areas: patient safety, quality care, high-value care,

and patient satisfaction / access / & engagement. 2011 to present.


Medical Center

In late 2010 I temporarily relocated to WNY where my family resides, gaining valuable experience while I

conduct my career campaign. I drive EHR patient record compliance and standardization within hospital’s six

primary care centers and network of specialists. Also assisted with the IDN’s transition from Practice Partner

EMR to the eClinicalWorks EMR. Over 20 WNY hospitals are connected to the RHIO (HEALTHeLINK)

and are facilitating a digital electronic exchange of health information among area providers. Areas of

operational experience include: Patient Document Management, Patient Portal, eMobile, Patient-Centric

Care, ePrescriptions, eCliniForms, FaxInbox, Chart Indexing, Medical record workflow and prioritization,

Population Health Management, Health Care Reform, Health Information Exchanges, Connected

Communities of Health Interoperability, Triple AIM Healthcare Roadmaps, and PCMH Quality Measures.

2011 to present.


Medical Center

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Developed a start up company, Florida Drug Screens, LLC in 2007, marketing on-site substance abuse testing,

breath alcohol testing, wellness screenings, and flu and pneumonia vaccinations to the Tampa Bay business

and medical communities. Results: Forged business alliances with MedTox, Besse Medical, Pinellas County

School Board, Aetna Health, Quest Diagnostics, and University Community Health generating gross revenues

of approximately $250,000 within two months of new company operations.

Florida Drug Screens,

LLC

Leveraged Pinellas County School System’s on-site employee flu contract from local hospital through

commitment to superior quality of service. Negotiated a carve-out agreement with Aetna, the school system’s

provider in 2007. Results: Secured $250,000 annual contract for over 14,000 employees.


LLC

Conceptualized and implemented an Internal Account Manager (IAR) “mining” and support process. Results:

Generated over $6,000 per month of leads that were closed by my AM's, streamlined the new account

transition process, and significantly reduced jeopardized account attrition from 1999 through 2004. Quest Diagnostics

Converted 50 of Manatee Memorial Hospital's outreach physicians in joint-marketing venture in 1997.

Results: Realized over $1.2M in new annual gross revenues. Quest Diagnostics

Developed and fostered relationships at all levels of district top accounts. Secured long-term partnerships

with 90% of strategic accounts through the implementation of tailored IT/EHR solutions via the CARE360

System, EMR/LIS interfaces, and Clinical Informatics & Algorithm Decision Support Tools. Results:

Exceeded company annual voluntary attrition standards of less than five percent on a consistent basis from

1996 to 2005. Quest Diagnostics

Developed and implemented numerous key pilot programs that were successfully adopted nation-wide during

my tenure as a District Sales Manager. Examples include: TORO (test ordering and results online), SelectTest

(organ-specific test requisition), numerous PMS interfaces and bridges, Sales Force Automation, eCube

(automated pricing tool), ThinPrep/HPV testing, Six Sigma adaptation, Out-of-the-Vial testing (ThinPrep,

HPV, GC and Chlamydia), and ePrescribe. Quest Diagnostics

Expanded hospital territory market share from 40 percent to 80 percent. Results: Secured 80 out of the

possible 100 hospitals and increased annual gross revenues by approximately $5.6M million from 1989 to

1996. Quest Diagnostics

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I had under-performing PSC's in both revenue and patient volume. If I did not quickly bring them up to goal,

they would be closed leading to a gap in patient care, a loss in revenue and opening the door for competitors.

Through pipeline reports I identified targets by running queries by zip code, specialty and competitor. Within

3 months my team closed enough business to turn the NPR, Bradenton, and Brooksville around. From 1996 -


I helped Suncoast Hospital, Palms of Pasadena Hospital, and University Community Hospital to build its

outreach programs. I worked with each hospital's lab manager and medical director to design business plans

and make joint calls on physicicians and companies that they identified. Over a six month period, we

successfully launched their outreach programs that generated significant revenue for each hospital as well as

prevented the reduction of lab FTE's. In turn, I converted each hospital's reference work, resulting in over

$60K per month in new revenue. I was also part of many laboratory management and purchase service

agreements. Quest Diagnostics

Saracota Memorial hospital just formed an new PHO. I met with the lab manager, pathologist and director of

ancillary services. They provided me the physician list and other requirements. I closed the business and

created the Sarasota Memorial Hospital Physician Network PPO Plan that brought in more than $300,000 of

new business from 1994 to 2005. Quest Diagnostics

For years the Naples market was dominated by Naples Community Hospital. In 1996 I hired two of the

hospital's marketing representatives. I worked the client list during their 6 month non-compete and gained

enough consensus among the high volume physicians to open two PSC's. Results: Increased the market share

from 5 percent to 30 percent by 1997 and opened three more Patient Service Centers 1998 and eventually

increased my market share to 60 percent or 1000 reqs per night and $2M per year in revenue by 2005.

Quest Diagnostics

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Promoted to Account Executive in 1993. Selected to manage six sales representatives to develop and grow

the top accounts in the district. I got inside information about USF from an employee that I did clinical study

testing for. Peggy Douglass told me that USF's lab that supports their multi-physician clinics is having

financial problems and administration is looking for alternatives. She set up a meeting with the clinic director,

lab manager, pathologist and student health supervisor. I brought in my manager and the operations director.

After a few meetings more people from both sides got involved and we engineered the take-down of the lab,

hired some key employees, opened two PSC's and had 6 - 8 routine courier pick-ups per day. Results:

Generated over $1.2 million a year in new revenue and till this day USF is the largest account in the BU.

Quest Diagnostics

Promoted to District Sales Manager and immediately conceptualized and implemented a district Personal

Development Program (PDP) in 1996. Designed customized improvement plans to measure the progress of

underperforming sales representatives. The program proactively and clearly outlined objectives with well-

defined metrics. Results: I had turned around the careers of numerous underperforming reps and some of

them evolved into my highest producers. Quest Diagnostics

I uncovered that Adventist Healthcare was having TAT issues with flow cytometry and were experiencing

frequent lost breast tissue specimens from the core lab Florida Hospital, Orlando. I met with the lab manager

and pathologist and scheduled a visit to the Quest Tamap lab. We gave them a lab tour and presented our in-

house capabilities of our flow cytometry testing. They agreed to send us some samples on a trial basis.

Shortly after, I secured "carve - out" agreement with Adventist Healthcare hospitals for flow cytometry and

DNA cell cycle analysis based on superior turn - around - time of results with zero lost specimens. Results:

Secured 100 percent of Adventist hospital business and over $200K of new annual gross revenues during


I worked closely with the hospital national accounts manager, Bob Polege. I was securing information and

uncovering services issues that I passed along to Bob. Slowly, I was gaining consensus from the key

stakeholders. We presented our RFP and secured the National Hospital Agreement with HCA in 1993.

Results: Converted 100 percent of the 15 HCA hospitals from NHL, resulting in over $2.4M per year in new

revenue. I was also instrumental in closing other national accounts like Quorum, Community Health Systems

and VA Sunshine Health. Quest Diagnostics

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Worked closely with finance and the GETS to conceptualize and implement a Microsoft Excel program in

2002, designed to uncover “up sell” opportunities within the district “book of business.” for the high value

esoteric tests that supported our collaborations with Abbott, Atherotech, Pharmacia, Digene, and Cytyc.

Results: Converted over 90 percent of district targets to new standards of care in women's' health, allergy,

oncology, cardiology and infectious disease testing. Increased average revenue per requisition from $39 to

$45 and grew new revenues by $15M from 2002 to 2005. Quest Diagnostics

Promoted to the Analytical Systems Product Specialist position in 1986. Results: Advanced from an Upstate

New York territory and relocated to Connecticut. Managed 10 Diagnostic Systems Specialists in all aspects of

hospital laboratory capital equipment sales in a New England territory. Secured capital equipment sales in

excess of $3.5M. Abbott Diagnostics

Sold the first Spectrum (Mercy Hospital, Watertown) and Vision (Bassett Hospital, Cooperstown) analyzers in

Upstate New York in 1986. Results: Ignited the successful product launches and built the momentum for the

future popularity and adaptation of these systems nation-wide. Abbott Diagnostics

Updated the pricing of all clinic products and services during 2006 to ensure that all fees were well above cost.

Results: Developed a standardized price list that ensured a minimum 50% net profit margin for existing and

new clients.

University Community

Health

Managed the clinic billing department’s account receivable collection efforts during 2006 for accounts that

were over 90 days past due. Results: Recovered over $300,000 in accounts receivables.


Health

Directed, scheduled, staffed, and implemented the clinic on-site flu shot program that encompassed four

counties and over 71 businesses during 2006. Results: Ensured that on-site schedules were met and generated

over $250,000 in new annual revenue.


Health

Directed, implemented, and negotiated the organization’s conversion and consolidation to a new drug testing

vendor and after hour drug testing service in 2006. Results: Transitioned over 90 percent of the clients,

resulting in a projected annual cost savings of over $117,000.


Health

Streamlined and standardized the workflow of five clinics in 2006. Results: Reduced patient wait times by 15

minutes and increased patient follow-up appointments by 15 percent.


Health

Conceptualized and implemented a monthly top 20 largest client losses by clinic tracking tool in 2006.

Results: Worked with clinic managers to grow and maintain a $10M book of business by 20%.


Health

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Redesigned the clinic marketing brochures and developed a standardized feature and benefit sales tool in

2006. Results: Implemented five new pieces of marketing material and a sales tool that positively impacted

client retention and new business opportunities.


Health

Recruited, selected, trained, developed, retained, mentored, coached, and motivated district sales teams from

1996 to 2005. Results: Zero percent voluntary sales representative attrition with teams that had 6 President’s

Club winners, 8 Vice President’s Cub winners, and 16 Business Unit Top Account Manager of the Quarter

Award winners. Quest Diagnostics

Developed and implemented district report cards. Results: Counseled underperforming sales representatives

and provided clear guidelines, performance standards, and measurable action plans that enabled districts to

improve performance. Under my guidance, my teams consistently performed among the national top 15

percent from 1996 to 2005. Quest Diagnostics

Expanded hospital footprint by $11M or 50% among health organizations including BayCare Health System,

HCA Healthcare, VA Sunshine Health, IASIS Healthcare, and Sarasota Memorial Health System. Results:

Nurtured mutually beneficial, long-term business relationships within IDNs and large health systems from

1996 - 2005. Quest Diagnostics

Participated in numerous cross-functional and Six Sigma process improvement teams from 1996 to 2005.

Results: Streamlined the STAT testing protocol, reduced Patient Service Center wait times, and increased the

volume in underutilized Patient Service Centers. Quest Diagnostics

Collaborated with many strategic partnerships to mutually transform patient care through the adaptation of

cutting-edge technologies of the highest quality and most compelling value. Worked as a team with Abbott,

Atherotech, Pharmacia, Digene, and Cytyc. Results: Expanded esoteric and personalized medicine revenues

by $15M in areas ranging from women’s health, anatomic pathology, and genetic testing from 1996 to 2005. Quest Diagnostics

Directed and mentored a sales team consisting of 13 sales associates that exceeded their annual sales goals. I

directed P&L in a district that exceeded $60M annually. Results: Exceeded budget by 29.5 percent or $1.7

million in new revenue during 2004 and finished as the number 5 team nationally. Quest Diagnostics

Earned the Florida Business Unit Top District Customer Satisfaction and Florida Business Unit Top District

Customer Satisfaction Response Awards in 2004. Results: Achieved the highest customer satisfaction index

of 21.7 percent and the highest customer satisfaction survey response rate of 38.4 percent. Quest Diagnostics

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Exceeded district sales goal by 15 percent or $6 million during 2003. Result: Earned the Florida Business

Unit Top District Sales Manager Award and the Florida Business Unit Top Coaching and Mentoring Award.

Quest Diagnostics

Exceeded district quarterly sales budgets by 32 percent, 28 percent, and 40 percent respectively for the second,

third and fourth quarters of 2003. Results: Earned the Florida Business Unit Top District Sales Manager

Awards during these quarters. Quest Diagnostics

Led the Florida Business Unit to the number one National ranking. Results: Guided the district to the number

five ranked team by attaining a district goal of 107.9 percent and growing sales by more than $3 million. I

was awarded a Quest Diagnostics 2002 Special Recognition Stock Option Grant. Quest Diagnostics

Led the Florida Business Unit to the number one National ranking in 2001. Results: Motivated and mentored

sales team to the number 10 ranked district. Attained a district goal of 109.4 percent and grew sales by more

than $2 million. Quest Diagnostics

Finish number two in the country as a DSM and earned the Smithline Beecham Clinical Laboratories

President's Club Award. Results: My team finished at 130% of goal in 1998. Quest Diagnostics

Because of the success of my sales team converting 100% of clients to SelecTest or an organ specific

requisition, I was selected to present the roll out process to all of the Business Units during a National Sales

meeting in 1998. Quest Diagnostics

Rewarded a 1993 Lexus LS 400 company car upgrade and four company stock options. Results: Earned

these perks by consistently exceeding territory and district sales goals. Quest Diagnostics

Earned the President’s Club and Vice President’s Awards in 1993 and the Vice President’s Award in 1992.

Results: Finished the year at 122 percent to budget. Grew new hospital sales by more than $650,000 during

1993. Finished 1992 at 115% to budget. Expanded new hospital sales by more than $550,000. Quest Diagnostics

Recruited by a company in Florida during 1988 while working for another company in a New England

territory, based on my excellent track record, reputation, and sales acumen. Accepted a new position with

another company and relocated to Florida. Results: Advanced my career by accepting more responsibility

and quickly mastering a new industry. Quest Diagnostics

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Designed and implemented all sales and operations aspects of Florida Drug Screens, LLC from 2007 - 2010.

Effectively developed marketing materials, lead generation, policy, pricing, and procedure protocols through

the implementation and execution of tools that included PDF Master, Zoominfo, and the "Voice of the

Customer." Results: Generated and developed over 1,000 new business prospects. Providing on-site services

to over 30 companies and more than 25,000 employees.


LLC

Earned the Analytical Systems Product Specialist of the Quarter Award in the Boston Region in 1987.

Results: Sold four Spectrum clinical chemistry analyzers during the first quarter. The average sale was

$125,000. Abbott Diagnostics

Led the Buffalo Sales District to two National District of the Quarter Awards during 1985 and 1986. Results:

Attained sales results that were among the top 10 percent of Territory Sales Managers nationally. Abbott Diagnostics

Acted as a key member on the HTLV-III Launch Team which provided the Blood Banks with the first

generation of automated HIV screening Abbott Diagnostics

Earned the National Analytical Systems Product Specialist “6th

Man” Award in 1986. Secured this award

after four months in the new position. Results: Sold three Spectrum clinical chemistry analyzers. The

average sale was $125,000. Earned this award two more times during my tenure in this position. Abbott Diagnostics

Finished number one in the country during 1986 as a Diagnostic Systems Specialist. Finished number one

out of 120 on the National President’s Club Stack Rankings. Results: Promoted to senior sales, won the

President’s Club Award, and finished the year at 124.4 percent to goal. Abbott Diagnostics

Earned the Diagnostic Systems Specialist position in 1984. Achieved this position by successfully completing

an intensive five month sales and technical training program. Results: Graduated the program with a 92

average. Selected to manage a large, untapped, rural hospital territory in Upstate New York. Abbott Diagnostics

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