Experience

The MetroHealth System (Cleveland, OH)

• United States
• Hospitals and Health Care
• 700 & Above Employee

• Director - Materials Management and Surgical Supply

  • May 2021 - Present

  Leads and supervises staff and management, including a unionized workforce, in a 24 hour/7 day per week materials management operation. Areas include the receipt, storage, handling and distribution of supplies and equipment at the main hospital campus and all satellite locations. Manages all aspects of the inventory control process for supplies, implants, and instrumentation in the Operating Room (OR) setting. Manages the efficient and cost-effective operation of the storeroom facilities at The MetroHealth System, including the main campus and satellite campuses. Functions within the established policies and procedures set up by the MetroHealth System. Works collaboratively with medical, clinical, and non-clinical staff and leadership to develop, maintain, and continuously improve programs, inventory systems, and processes to ensure compliance and to improve customer satisfaction. Develops and deploys annual goals in support of the strategic vision of the overall organization and holds department staff accountable for their role in supporting and implementing these goals. Provides overall strategic planning for proper staffing and support of the organization along with supporting the Vice President of Supply Chain in goal achievement. Works collaboratively with the Director of Sourcing and the Director of Purchasing in support of best practices within the overall supply chain management function. Upholds the mission, vision, values, and customer service standards of the MetroHealth system.

• Project Strategist

  • Dec 2020 - May 2021

  Initiates, plans, executes, and controls closure of cross-functional projects representing the business, strategy, and IT priorities of The MetroHealth System. Contributes to patient safety by supporting the system-wide programs and policies addressing a safe environment for patients and the reporting of safety concerns to the appropriate individuals.



Cardinal Health

• United States
• Hospitals and Health Care
• 700 & Above Employee

• Enterprise Project Manager

  • Nov 2015 - Oct 2020

  Collaboration with Supply Chain's Center of Excellence team at the Cleveland Clinic to deploy the Inventory Transformation Initiative by managing the enterprise-wide installation of the WaveMark inventory platform.• Point person to plan, develop, coordinate, and direct the installation of an inventory management system in procedural and operating room settings• Partnered with Executive Leadership, Clinical Management, Supply Chain, IT, and Departmental Inventory Management• Collaborated with the sales team to ensure the right solution is presented to the customer• Pioneered the implementation of WaveMark’s first operating rooms department• Facilitator of new interface design, testing, and implementation• Successfully managed workloads of 8-12 concurrent projects with a wide range of scope and value• Completed over forty projects in the 2019 calendar year• All projects were completed on-time and on budget despite having to overcome major hurdles• Mentor to several new Project Managers as a critical part of their onboarding• Direct supervision and mentorship of 4-8 Project Assistants



Cleveland Clinic

• United States
• Hospitals and Health Care
• 700 & Above Employee

• Project Manager

  • Jan 2015 - Nov 2015

  Managed medium to large-sized projects in Supply Chain's Inventory Services team installing an inventory management system in regional hospitals• Streamlined inventory management processes resulting in a 19% reduction in time spent in the replenishment process• Negotiated with vendors to return the slow-moving and short-dated product, resulting in a one-time expense savings of $238K• Established a strong and trusting relationship with physicians, nurse managers, and clinicians• Created and managed a thorough test plan that led to a seamless integration between our ERP system and new inventory management system• Conducted time studies at all points of supply distribution, identified multiple process bottlenecks, and collaboratively constructed revised SOPs that reduced the time spent on materials to travel from dock-to-shelf o 12%-15% average reduction o Eliminated the need for overtime

• Department Supervisor

  • Jul 2012 - Jan 2015

  Supervised the materials management function in the Cardiac Catheterization Lab and the Electrophysiology Lab. Led several projects that greatly improved processes. inventory visibility and cost containment.• Optimized par levels through data analysis, creating a baseline for future metrics• Reduced overstocked inventory by $966,603 in 2013• Faulty processes were corrected and ‘best practices’ were established, eliminating stock-outs, shrinkage and greatly improved inventory accuracy• 2014 portfolio of supply chain projects resulted in a savings of $1.9 million

• Department Coordinator

  • Feb 2010 - Jul 2012

  Responsible for maintaining inventory levels for various locations in Cardiothoracic Surgery. This included purchasing, forecasting, spreadsheet analysis, and communication with vendors.• Reduced the on-hand inventory in the ERP’s perpetual inventory location by 64% ($572,315)• Reorganized 8 storerooms, utilizing the space more efficiently and making the product easier to locate• Automated the reordering process, resulting in a significant saving of time and reduction in errors• Mentored two coordinators to duplicate my efforts in other departments



Boss Manufacturing

• Inventory Manager

  • Mar 2008 - Jun 2009

  Responsible for all facets of the supply chain including continuous improvement, international purchasing, quality control, project management, and budget/sales reporting.• Evaluated the current state of materials management and executed several projects that improved cycle count efficiency, reduced bottleneck processes, and simplified the freight put away processes• Developed and managed several projects (right-sizing par levels, eliminating inactive/slow-moving SKUs) reducing on-hand inventory by 6.4%• Identified and resolved several operational inconsistencies by implementing daily cycle counts and constructing SOPs.• The implemented projects resulted in a reduction in downtime to conduct a physical inventory from 13 days to 1 day