BizMedica - Management Consulting Firm in Healthcare

Past Projects:

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Acquisitions
Biotechnology
Cost Reduction & Corporate Development
Home Infusion, RT, PT, DME and Nursing Care
Hospital & Healthcare Systems Development
Laboratory & Diagnostic
Medical Device Orthopedics, Implantable
National Accounts & MCO Development
Pharmaceuticals
Pharmacy Benefits Management (PBMs)
Product Launch
Research and Development
Sales Development & Training
Vitamins and Nutrition Supplements

Acquisitions

Metro Drug-CVS
Designed, developed and integrated a regional retail drug network, involving 36 retail locations, a pharmaceutical and consumer products distribution center.

This successful project resulted in a profitable sale to CVS.
CVS retained HMI services to integrate network and transition into CVS.
This resulted in 5 other CVS Projects.

Southern Medical Supply
Organized and implemented the regional acquisition of 18 Home Healthcare Service companies into a national organization in less than eight months.

This consolidation reduced operating and service costs by 37%
Increased market share 31% and increased profits 11%, revenues 16% in the first year of operations.
The ROI for this project was 230%

Safeway
Designed, developed and integrated a regional retail pharmacy/grocery network, involving 210 retail locations, 3 warehouse/distribution centers, dairy, bottling plant and produce distribution center. This successful project resulted in a profitable sale to a national chain six months later.

Homedco
Primary goal of this M&A was to combine and protect the business assets for the company. Goal was to turn-around the $8 million quarterly loses of the company's OEM products and distribution process. This multi-focused task had to reduce operating costs, implement a combined National Accounts and Contracts program to gain profitable business. This drove greatly needed improvements in customer services, business relations and profits. This group was operating at a profit within 3 quarters.

Humana/Columbia-HCA
Organized and implemented the regional acquisition of a 12 Hospital Health System in Texas for Humana. This hospital system and MCO insurance program was to be cleaned up and sold in 12 months.

This consolidation reduced operating and service costs by 18%,
Increased market share 14% .
Increased profits 4%, revenues 6%.
The RIO for this project was 120% by the end of the project.

System was sold to Columbia/HCA 15 months after the start of the project.

OptionCare, Inc
Organized and implemented the national, buy-back acquisition of 22 Option Care franchise locations in less than six months. This consolidated Option Care's national “Corporate Operations,”

Reduced operating and service costs by 18%,
Iincreased corporate revenue holdings (market share) 16% and improved corporate gross profit over 20%.
The RIO for this project was 300% one year after the completion of the buy-back.

OptionCare, Inc
Organized and implemented the regional acquisition of 37 Retail Pharmacy/homecare businesses. This acquisition provided regional coverage for the national network. This helped:

Reduced operating and service costs by 37%,
Increased market share 31% and increased GP 11%, in the first year of operations.
Opened the door for extended national contracts with MCOs and employers.
The RIO for this project was 300% one year after the completion.

Biotechnology

HIMEX Production Corp.
Set up a joint venture to OEM and license a group of biochemical and reagents, hematology, histology, blood pharesis equipment, lines, medical devices, mass spectrometry equipment, consumables, open-heart surgery products, cardiovascular bypass pumps, surgical products, Antibodies, Antigens and EIA/ELISA Diagnostic Tests with/from Nikkiso, LLC of Japan. Target Markets were research Hospitals and Labs, research divisions associated with “Big Pharma” and pharmaceutical companies.

Set-up a manufacturing & distribution license for reagents, equipment, lines, medical devices, consumables generating $35 million in sales the first year.
Developed international sales and marketing infrastructure, marketing, & distribution channels, targeting primary research hospitals, laboratories, and pharmaceutical companies.
HIMEX was sold to Sorin BioMedical in 1997 providing a ROI to stockholders of over 500%.

HIMEX Biotech
Working with a Pre-product launch Pharmaceutical/Biotech firm that suffered a FDA approval setback and needed to reorganize and reduce costs to continue to gain VC financial support. The goal was to gain the financial support without cutting critical people and programs.

Reduced program costs by over $22 million over the next 24 months.
Gained matching VC financial of $22 Million for a total net of $44 Million.
Protected core people and programs for the next three years.

American Peptide Company
American Peptide’s refocusing and training sales team profit products, accounts, new accounts and products. American Peptide’s is a leading provider of Pharmaceutical-Grade Peptides manufactured under cGMP guidelines. The company had flat performance while there competitors were growing at 30% per year. Placing the new focus on performance based on profitable products, contracting with high value target accounts and account retention. We installed an uncapped growth commission, bonus reward system that drives high performance. Organized and implement marketing, sales business development and a national accounts/contracting strategy:

Significantly increased company sales revenue 80% by gaining contracts with new accounts and profit products.
Gross profit's increased 18% just with increased business with Medical and Pharmaceutical research labs.

Fisher Scientific
Fisher 1997 internal reorganization drove several product groups to the newly formed Research Division. The goal was to focus efforts of all of Fisher’s extensive medical research offerings. Fisher was one of the first to be research laboratory customer “one-stop supplier” focused. We reduced redundant products; consolidate marketing and sales functions, and cross-trained a worldwide sales (150) team. We implemented an integrated account tracking system that predicted account needs reducing account maintenance to focus on new products and accounts. High volume medical research laboratories, hospitals Medical Schools, and pharmaceutical research centers worldwide were aliened with existing senior representatives.

Fisher Research Division’s revenues and profits doubled yearly for three years.
This was unprecedented increased in sales, margins, market share, and volume.
New accounts and product placements drove over half of this growth.
New accounts alone 1/3 of the overall growth.

CBG Biotech
CBG Biotech is an innovative cost control and containment service provider for the international medical and research community. They provide alternative cleaning solvents, the equipment to recycle the solvents and the testing and validation systems for regulatory concerns.

Developed and started marketing and sales programs that increased sales over 32%.
Increased the level of called on targets accounts, new accounts and product placements 45%.

Thermo Scientific /Pierce Biotechnology, Inc.
Redesigned and consolidate marketing and sales functions for Pierce Biotechnology as directed by Thermo Scientific for the Fisher Scientifics merger in 2006/07 business cycles. This involved targeting high volume medical research laboratories, hospitals, national anchor accounts (Cleveland, Mayo, Oshner Clinics, Kaiser, and dozens of Medical Schools), and pharmaceutical research centers worldwide. Thermo/Piece offered a wide array of products, Custom Antibody Services, Fluorescent Reactive Dyes, Labeling Kits, PEGylation Reagents, Protein Precipitation Plates, and Endoproteinases.

Developing sales and client training programs focused on contracting, sales, and distribution channels to maximize product growth and profit.
Develop and integrate a sales team gaining 24% improved contract pricing and new accounts.
Best Practices standardization linking compensation to profit, new product launch, new accounts, and forecasts.

Cost Reduction & Corporate Development

Carmark Healthcare
This involved the merger of four Homecare & Infusion Therapy companies with differing, products, strategies, and target markets. The goal was to achieve proper geographic coverage of primary service areas which called for

RIF of 70% of the field sales force and management.
Comprehensive training and team building
Merging P&P, job descriptions and evaluation process
Complete customer/client targeting, message and patient intake process development
This effort improved the called on target clients 90%
Reduced referral cycle time in half and increased revenues
GP and client retention. Increased profits by 26%.

Methodist Healthcare Systems
Organized and implemented the regional acquisition of 19 Retail Pharmacy/homecare healthcare businesses for a Regional Hospital Healthcare System.

This consolidation reduced operating and service costs,
Increased the systems overall healthcare services market share 20%.
This provided a competitive advantage and increased GP 11%, in the first year of operations.

Methodist Healthcare Systems
Complete reengineering of warehouse distribution network for Methodist Healthcare Systems. The project involved cost reduction of 22% the relocation of several service lines, reengineering the logistics, process, supply-chain, inventory management, distribution and client contract management process. Improved on-demand performance for both inventory and deliveries to critical treatment centers. This process improvement project reduced operating costs 8% in the first six months.

Christus Health Systems
Organized and implemented the regional acquisition of 37 Home Healthcare Service companies into a national organization in less than eight months. This consolidation reduced operating and service costs by 37%, increased market share 31% and increased profits 11%, revenues 16% in the first year of operations. The RIO for this project was 450% by the end of the project and over 10 times the ROI one year after the completion of the project.

Christus Health Systems
Hospital Healthcare System’s strategic realignment of Nursing Home and Senior Care Healthcare focus as separate product and service groups. This project reduced marketing and sales operating costs by 21% ($2 Million), increased patient healthcare services (outsource contracts) and increased gross profit as well as revenues by over 12% with out a price increase. Integrated centralized billing services for the alternate site healthcare group, further reducing operating cost and improving DSO’s by 50%.

Christus Health Systems
This was an outsourcing project to reduce costs and Hospital non-medical services for a major hospital healthcare system. The goal was to reduce costs while improving quality of services: food services, maintenance, janitorial, transportation, storage and warehousing costs were reduced by 35%, while on-demand service levels improved. Part of this project was to develop improved, operations, process flow controls for systems supply-chain-management, inventory control and distribution process.

Fry’s Pharmacy/Grocery
Designed, developed and integrated a regional retail pharmacy/grocery network, involving 210 retail locations, 3 warehouse/distribution centers, dairy, bottling plant and produce distribution center. This successful project resulted in a profitable sale to a national chain six months later.

Tenet Health Systems
Designed, organized, hired, trained and implemented healthcare system sales force for a leading hospital company.

The development and training of a 38 person sales force was a first in the hospital market.
Patient volumes increased 8% for 6 consecutive quarters.
The compounded growth rate was the largest patient volume and revenue growth for the system.
The RIO for this project was 150% by the end of the project.

SORIN Biomedical
Complete reorganization of marketing and sales force function for a major Pharmaceutical/Biotech company involving 3 separate product groupings. Analyzed and defined the sales logistics process, called on contacts, marketing messages and contracts focus for the company.

Sales force training, target marketing and contract management.
Improved Sales force productivity on a per call basis, "the right message to the client."
Revenues increased by 22%, market share by 4%, contract awards by 15%.
P&L Profits increased 12 %.

Munson Healthcare Systems
Cost reduction business realignment of nursing home and senior care into a single P&L business unit.

This project reduced operating costs by 31% ($4 Million)
Increased patient healthcare services (outsource contracts)
Increased gross profit as well as revenues by over 12%.
Integrated billing services further reduced operating costs and improved DSO's by 50%.

Sister’s of the Third Order Healthcare Systems
Reduce cost of training by outsourcing certification programs, CEU’s and clinical updates

Developed and received certification for Computer Based Training (CBTs) programs.
Standardize all aspects of training across 6 regions.
The targeted all hospital supervisory Medical, Administrative and Operational groups for training process implementation.
Program saved the Sister’s of the Third Order Healthcare Systems over 12 million annually.

Beverly Healthcare
Complete reset of marketing and sales force function for Beverly involving 6 separate product and service groups.

This project reduced marketing and sales operating costs by 18% ($6 Million).
Increased called on clients 24%
Increased System contracts by 30%
Increased revenues by over 22%

Bayer Inc., Miles Laboratories
Working with a noted diagnostic company that needed to reorganize and reduce costs to continue to self finance growth programs and product research. The goal was to achieve this without cutting critical people, process or programs.

Reduced operating costs over $6 million over the next 12 months.
Reorganized the sales force and marketing functions to reflect large volume and profit business target markets. Gaining $20 Million new revenues from this program with half the cost.
This protected core people and development programs for the next three years.
Implemented a National Accounts Team targeting IDNs, MCOs, and critical business partners and customers.

Inter-mountain Home Care
Complete reset of marketing and sales function Inter-mountain Home Care provider 9 separate Business Units (Infusion Therapy, Nursing Services, Care Service, RT, PT, DME, Rehab, Mobility and Hospice Care).

This project reduced marketing and sales operating costs by 21% ($8 Million)
Increased called on accounts to gain patients and contracts by 30%
Increased revenues by over 22% with out a price increase.
The project increased contract patient volume by 35%

Inter-mountain Home Care
Organized and implemented the acquisition of 18 Home Health & Infusion Therapy Service companies into Inter-mountain Home Care in less than 5 months.

This consolidation reduced operating and service costs by 22%,
Increased market share 23%
Increased profits 21%, revenues 26% in the first year of operations.
The RIO for this project was 150% by the end of the project.

Inter-mountain Health System
Designed, organized, hired, trained and implemented National Accounts sales force to implement marketing programs. The developed and training of a 12 National Accounts Reps.

National Accounts set contracts with 12/15 Managed Care Organizations in less than 6 months.
This project reduced MCO operating losses by 10% ($8 Million).
Increased MCO Member volumes by 30%, increasing revenue was over 22% for high value hospital services.

Walgreen's
Developed and implemented an internet catalog for Walgreens targeting their growing PBM and MCO Homecare business units. To support the ordering, and distribution process for internet business, a National Accounts sales team of 12 was developed.

The goal was to expand the company's business, contracts and provide client at MCO member homecare business.
Walgreens was the first company with a National Accounts Sales Team calling on Managed Care, IDNs, PBMs and major employers to build a PBM and MCO homecare business unit.
The internet MCO, PBM and homecare product catalog is a $1 billion local Walgreens business.
Company more than tripled the profits and doubled their business in first 2 years.

Home Infusion, RT, PT, DME and Nursing Care

Apria Healthcare
Significantly increased Apria's growth and profits by setting up an OEM – Private Label contracts for all Apria’s Disposables, Circuit Lines, Device, Consumables and other Home Care, Infusion, Respiratory and Rehab business.

This prevented the 8 million a year loss to Apria due to product substitutions by patients and contact care providers.
This also resolved year of contract compliance issues with United Healthcare, Humana, Cigna, Kaiser, Healthnet, Pacificare and other managed care organizations costing Apria over $20 million a year in lost care compliance fees.

Replicated the above OEM Business Development Programs with:
*Inter-mountain Home Care, *Humana Healthcare Systems, *HCA, *OptionCare, *CareMark, *Abby Homecare, *Homedco, *HMSS. *Kelly Homecare, *Olsen Homecare, *About a dozen other companies.

HMSS, Inc.
Developed sales and marketing activities focused on National Accounts to gain profitable managed care contracts. Implemented changes in the MCO national accounts group that focused them on gaining revenue producing-profitable managed care contracts. These changes drove both new service and location expansion into improved profitable patient volumes, and long-term MCO contracts and alliances.

Completed and an exclusive provider contract with Humana for home and clinic Infusion and Wound Care therapies that lead the industry into new markets. This business expansion generated $15 million high profit revenue dollars in the first year.
The Humana contract expanded services into new locations, gain profitable patient volume, and develop long-term contracts and alliances. With in six months, due to the Humana contract HMSS’s National Accounts group had 18/25 other managed care contracts for Wound & Infusion therapy clinics.
HMSS gained the "Provider of Choice" status with 12 managed care organizations. Working with the alliance, we identified 30 locations that would provide the most profitable results for HMSS expansion. Company was sold in 1991 to SecCoAmerica
Directly responsible for field sales, 5 RVPS, and 62 field sales reps.
Directed national accounts, 3 NAMs, 12 RAMs and a contracting staff of five clerks and 1 manager.
Directed for Corporate marketing, 2 Marketing Managers and a marketing staff of five.

WellCare, Inc
Organized and implemented the regional acquisition of 26 Retail Pharmacy/homecare healthcare businesses for a Regional Hospital Healthcare System. This consolidation reduced operating and service costs, and increased the systems overall healthcare services market share 20%. This provided a competitive advantage and increased GP 44%, and regional market share 22%.

Hospital & Healthcare Systems Development

UTMB Out Patient Clinics
This was the start-up of a completely new business unit for UTMB Healthcare System.

Hired, trained and managed a sales force of 20 field representatives.
Developed, marketing approaches, strategies, and marketing materials and disease management programs for over 60 healthcare therapies targeting alternate care delivery programs – services for high profit returns. Integrated and launched the follow up PBM-MCO, physician, retail, hospital and corporate healthcare markets programs opening new channels to University of Texas Medical Branches.
This included setting up 40 free standing industrial, wound care/diabetes, urban and rural clinics. Introduced out-reach medical bus and van mobile clinics that visited urban and rural communities, extended care centers, Assited Living centers, schools, nursing homes and other groups.
Other health programs set up were 22 corporate health & disease management programs, 6 mobile (bus) healthcare clinics for emergency care, rural and urban healthcare screen ands Texas Elementary Health Screening program.
Significantly increased sales revenue 200%.
Gross profit's increased 28% working with major MCO providers. Healthnet, United Healthcare, Humana, Cigna, Pacificare and others.

McKesson Red-line
Complete reengineering of warehouse distribution network for McKesson Red-line Distribution division. The project involved relocation of several service lines, reengineering the logistics process, supply-chain, inventory management, distribution and client contract management process.

Improved on-demand performance for both inventory and deliveries to treatment centers.
This process improvement project reduced operating costs 8% in the first six months.
Increased on-time customer service levels.

Laboratory & Diagnostic

Binax-Inverness Medical POC Diagnostics
Binax was a leading rapid diagnostic company internationally. Recently purchased by Inverness Medical for it successful sales, marketing and business development POC Diagnostic market place management.

Binax product revenues 2003 were domestic $9 million, international $2, ($11 million total). End of 2006 Domestic $90 million, International $30, for a total $120 million.
Increased sales revenue 189%, margins 40% and market share 28% in 2006.
New account-product placements were over 4,400.
New accounts alone generated $15MM per quarter in revenue growth.
OEM-Private Labeled high volume-value diagnostic tests for UHC/Novation, Cardinal, Fisher, PSS, McKesson and others generated.
Primary responsibility was business development, national accounts, and sales/marketing management.
Directly supervised 6 RVPs, managing 82 Regional Account Managers (RAMs).
Directly supervised 2 National Accounts Managers (NAMs) with a support staff of 12 CSRs & contracts clerks.

Quest Laboratories
Designed, organized, hired, and trained Quest’s 20 “National Accounts Managers” (NAMs) account team. This was Quest’s formal entry into the MCO, IDN and GPO business channels. This sales team focused on increasing contracted hospital (contracted) patient referrals and linking MCO members to Quest Laboratories as a “Prime Provider of Services” for United Healthcare, Kaiser, Pacificare, Aetna and several BC/BS groups nationally.

Patient volumes increased at least 22% for 12 consecutive quarters.
This represents three years of record growth and was the fastest growing national diagnostic lab in the United States.
Generated over 2.5 million new diagnostic test for Quest over a 3 year period.
This one program closed the gap 30% between Quest and LabCorp in less than 2 years.
The ROI for this project was 250% at the end of the project.

LabCorp
This involved the merger of three lab testing companies with differing, products, strategies, and target markets. The goal was to reduce over 400 field representatives, a 50% reduction, define the field management and cross training the sales force.

This effort improved the called on physician/account call contacts 50%, reduced contact cycle time and improved EBITDA.
This change in sales force coverage increased the sales of the company 27% in the first two years and increased profits by 22%.
Implemented a National Accounts Team targeting IDNs, MCOs, and critical business partners and customers. Generating 35 new high profit contacts ($22 Million over the next 12 months) in less than 6 months.

Weiss Diagnostic
Developed and set up phase three and four clinical trials for European Diagnostic/Biotech firm focused on ID, Women’s health, and oncology POC-POL diagnostic test.

Set up five contract clinical research partners for FDA submission and approval.
Project gained FDA approval and three marketing licenses generated in the Americas in 14 months.
Sales, marketing, training and target client data programs that generated $5 million in sales.

ThyroTec
Initiated and supported the joint licensing venture between ThyroTec and Wampole-Inverness Diagnostics. Designed and implemented a sales, marketing and distribution programs that generated $2 million in sales for Binax in the first year.

This involved developing a sales and marketing infrastructure, training, as well as the development of marketing materials, distribution channels and targeting primary hospitals and POC- POL markets.
Product sales are gaining momentum and generating half million in sales a month.

Expomed Inc. “Onsite Drug Testing”
Developed and implemented an internet catalog for direct consumer healthcare products sales. To support the ordering, and distribution process for internet business, a Managed Care Accounts team of 10 was developed. The goal was to expand the consumer business, via managed care contracts to support and direct at home services.

This was the first consumer testing company to inter this marketing channel.
The internet product catalog drove $10 million in business in the first year.
Company more than tripled profits and doubled their business in the first 2 years.

TecLabs
Complete reorganization of marketing and sales force function for a major enteric diagnostic company involving 3 separate product groupings. Analyzed and defined the sales logistics process, called on contacts, marketing messages and contracts focus for the company. TecLabs is famous for their “Blue Humor” t-shirt line. Helped set up a marketing and internet sales process that has helped the company sell several thousand at conventions and on the internet.

Sales and Tel-sales training, target account development, marketing and contract management.
Improved Sales productivity on a per call basis, "the right message to the client."
Revenues increased by 22%, market share by 4%, contract awards by 15%.
P&L Profits increased 12 %.

Miles Inc., Diagnostic Division
Working with a noted diagnostic company that needed to reorganize and reduce costs to continue to self finance growth programs and product research. The goal was to achieve this without cutting critical people, process or programs.

Reduced operating costs over $6 million over the next 12 months.
Reorganized the sales force and marketing functions to reflect large volume and profit business target markets. Gaining $20 Million new revenues from this program with half the cost.
This protected core people and development programs for the next three years.
Implemented a National Accounts Team targeting IDNs, MCOs, and critical business partners and customers.

Medical Device Orthopedics, Implantable

HIMEX & NASA
NASA and Baylor College of Medicine (lead by Dr. Yukihiko Nosé) jointly developed a highly successful Left Ventricle Asset Device (LVAD). HIMEX, one of Baylor’s cardiovascular technology transfer companies received the product group for market development. We licensed this technology for marketing to Minco (US market), Nikkiso (Japan) Kurarray LLC (Southwest Asia and Australia, Asahi Medical China, and Sorin BioMedical Europe and Middle East. This involved developing an international infrastructure that would support an extensive product launch and phase IV Clinical trails programs.

Zimmer Inc.
Designed, developed, and implemented national product launch to the Endocrine and Diabetes market for Zimmer’s specialty sales force. This involved targeting high volume Endocrine and Diabetes practices, hospitals, clinics and regional and national anchor accounts (Cleveland Clinic, Kaiser, Mayo Clinic, Oshner Clinic, Diabetes Centers of America and other focused practices. This Zimmer project involved developing sales and client training programs, managed care contracting, sales and distribution channels for these products.

This involved 25 US field representatives calling on more than 7,000, physician practices, hospitals, clinics, managed care clients and distribution partners.
Developed International channel distribution partners and sales programs in 12 countries.
Gained product leadership in less than two years while the market expanded over 300% annually.

Mentor Corporation
Developed pre-launch plan of action for Mentor’s MemoryGel™ breast implants. Program was designed to expand the market. The goal was not just replace competitive or other Mentor products with MemoryGel. This product targets women seeking aesthetic (natural) breast augmentation market. This called for a highly defined clinical and aesthetic sales message for the medical community and market candidates for this procedure.

Analyzed and defined market demographic, called on sales logistics process, called on contacts, marketing messages and set up product launch system for the company.
Sales force training, target accounts, contract development and management system.
Improved Sales force productivity on a per call basis, "the right message to the client."

J&J/DePuy Orthopedics
In 1997 DePuy Orthopedics Division of Johnson & Johnson received several new and established orthopedic (Knee & Hip Implants) product groups to market. The challenge was to integrate four J&J divisions independently selling competitive products into a single business unit. Sales force, product and distribution channel integration was the primary concern for J&J. Designed, developed, and implemented National Account development program, product and sales training programs and a primary client “Hit-List” for product conversion and client retention.

This involved 125 US field representatives calling on more than 4,000, physician practices, hospitals, clinics, managed care clients and distribution partners.
Developed “Teaching School” sales training programs, International channel distribution partners and sales programs.
DePuy is one of the leading orthopedic in the world.

Medtronic, Inc
United Healthcare (Optum) structured a disease management test program with Medtronic and Apria Healthcare to identify CAPD and other potential candidates for defibrillation and pacemaker systems.

This disease management program for United Healthcare would benefit all three participants by generating additional business while reducing United Healthcare costs several million dollars.
The project team designed, developed, organized, hired, trained and implemented the first nationally vertically integrated patient identification (CAPD) cardio home healthcare sales force focused on increasing market place patient referrals.
Developed a 20 person nationally focused sales force was a first in the homecare market place.
Patient volumes increased 22% for over 2 years.

National Accounts & MCO Development

TricorBraun
Designed, organized, hired, and trained Braun’s Account Managers team. This was Braun’s formal entry into the pharmaceutical packaging and testing programs for FDA approve and product potency dating. The focus was to define, target and contact major pharmaceutical companies that were out-sourcing package, testing, and other product development resources. This sales team contracted target pharmaceutical companies to become their “Prime Provider of Services.”

Contract volumes increased 22% as did volume, margins and new accounts.
Generated over base contract revenue of $2.5 million over a 3 year period.
This one program closed the 30% gap to the market leaders in less than 2 years.
The ROI for this project was 250% at the end of the project.

All-Scripts
Hired, Trained and implemented a 12 Rep National Accounts Team for AllScripts to set-up contracts with the MCOs and major self-insured employers.

Significantly increased company’s National Accounts sales revenue 80% by gaining contracts with a dozen MCO customers and 15 major (Fortune 100) employers to manage their PBM programs. Company gained “Prime Vendor” status with the five largest MCOs in two years
MCO business revenues 21% and profits increased 12%.
United Healthcare, Humana, Cigna, Kaiser, Healthnet, and Pacificare PBM organizations.

United Healthcare Merger-AmeriChoice/Ever Care/Optum/Ovations
Lead the merger/integration business development process for UHC at AmeriChoice/ Ever Care/ Optum/ Ovations. Redesigned and organized several Plan Membership Business and clinical development programs. Set up, and implemented new PBM and provider relations contracts, Disease Management and therapy cost control programs. Developed grops first direct sales and marketing team focused on member business channel development, (AARP, State and federal programs). This involved UHC training of 200 sales and 150 telemarketing representatives focused on member development.

Key Pharmaceuticals
Refocused, trained, organized and managed the development National Account, 8 (NAM) team for Key Pharmaceutical. This group had selling Key products exclusively to large retail pharmacy chains. The new focus shifted to the larger and less competitive, more profitable MCO, PBM, IDN, GOP and private label new business channels.

Redefined the strategic, sales and marketing focus for the company to focus efforts on primary MCO, PBM, IDN, GOP and private label new business channels.
Developed and provided supervisory training, core management development programs, customer retention and call cycle management programs.
Implemented sales administration programs that targeted and tracked individual performance.
This project was designed to reduce sales costs and operating costs by 35%, while it increased company revenue 20%, by GP 16% with in 12 month period of time.

3M WOUND CARE
Complete reorganization of national accounts marketing and sales function. Defined the benefits of shared billing with providers and MCO organizations Analyzed and defined the sales logistics process, called on contacts, marketing messages and contracts focus for the company.

Significantly increased 3M’s National Accounts sales revenue 80% by gaining contracts with a dozen PBM – MCO customers. Able to place 3M products on “Clinical Pathways’ and Prime Vendor status with 5 major PBMs.
Gross profit's increased 18% just with increased business with United Healthcare, Humana, Cigna, Kaiser, Healthnet, and Pacificare PBM organizations.

Humana Healthcare Systems
Designed, organized, hired, trained and implemented the first National Accounts sales force for a leading hospital company. The development and training of a National Accounts team of 15, the first in the hospital market.

Humana’s MCO & PBM health insurance benefited business growth of over 30%.
MCO Patient volumes increased 30% for 12 consecutive quarters, exceeding traditional levels.
The compounded growth rate was the first and largest patient volume and revenue swing back to the hospital system in five years.
The RIO for this project was 650% by the end of the project.

Pharmaceuticals

HIMEX Production Corp.
This was a joint venture for the marketing of 20 Pharmaceutical, 40 blood pharesis and open-heart surgery products on a licensed agreement with Nikkiso, LLC of Japan.

This involved developing a complete sales and marketing infrastructure, training, as well as the development of marketing materials, distribution channels and targeting primary hospitals, distribution and retail channels on an International scale.
Set-up a manufacturing and distribution license for reagents and equipment, generating $2 million in sales the first year.
Successfully launched 20 Cardio and 40 blood pharesis products in the hospital market.
Company generated $15 million in sales in less than 3 months actual selling time.
HIMEX was sold to Sorin Biomedical in 1997 providing a ROI to stock holders of over 500%.

Provell Pharmaceuticals, LLC
Provell is a leading brand & generic direct to customer pharmaceutical company. Provell’s 82 person sales team has generated over 1 million new physician prescriptions in the last six months.

Increased sales revenue from zero to over 3 million in first six months.
New “first” prescription physicians were over 35,000 in the first year.
Specialty Pharma project working directly with Caremark, Express Scripts and other PBM distributors.
Primary responsibility sales management of a 82 person sales team, business development, national accounts, directing sales/marketing efforts of the sales force.
Directly supervised 2 RVPs, 4 AVP managing 75 Regional Account Managers (RAMs).
Directly supervised 2 National Accounts Managers (NAMs) with a support staff of 12 CSRs & contracts clerks.

PFIZER
Redesigned and organized marketing and sales function to focus on New Product Launch cycles. This involved 6 separate business units with over 20 new products nearing FDA approval. Developed a target account and meeting logistics process. Developed and activated a product reporting process with McKesson's inventory management system.

A major action for the new product introduction system was to develop and integrate a national accounts and contracting sales team to gain MCO & Government reimbursement as well as product placements at PBMs, Healthcare (Hospital) Systems and the IDN contracting networks.
Sales force training, target marketing and contract management system was completed in 6 months of intensive work.
This team contracted with 26/40 targeted major PBMs, MCOs and IDNs in 8 months.
This regained lost (generic competition) revenues of over $30 Million in the first year and increased the competitive position for drugs coming off patient and additional $15 Million.
The project increased market share by 6%, revenues by 22% and increased field client contacts by 25%.

American Nutrition
This involved the merger of two pharmaceutical/nutrition supplement companies with differing, products, strategies, and target markets. The goal was to reduce over lap of sales coverage for 400 territory managers, a 50% reduction, define the field management teams and structure, as well as cross training the sales force. The goals of this project were completed on time and under budget.

This effort improved the called on retail and physician accounts.
Increased productive selling contacts 80%,
Reduced contact cycle time in half and reduced geographic overlap 66%.
This change in sales force coverage increased the sales of the company 34% and 27% in the first two years.
Increased profits by 22% with the reduction of redundant field efforts.

American Home Products
Designed, developed and implemented National Accounts MCO-PBM sales team of 18 representatives calling on more than 260 MCO, PBM, GPO and IDN accounts national representing over 700 products.

This development and training program increased sales by 35% over the first 12 months.
The OEM products sales contributed $130 in new sales in first year.
Replicated the above MCO-PBM-OEM Business Development Programs with: *Walgreen's, *McKesson, * CVS *PS&S, *Henry Schein, *Long’s Drug, *Baxter, *Abbott* a dozen other Pharmaceutical Distributors, and Retail Chain Drug companies.

American Home Products
Designed, developed and implemented OEM internet-based sales programs for two medical supply divisions of American Home Products. This increased product exposure to end user customers for over 1,100 products.

This supported the 300 field sales representatives calling on more than 55,000 retail locations.
Computer Based Training (CBT’s) program increased sales per transaction by 35%.
The OEM products sales contributed $130 million in new sales in first year.

Replicated the above OEM Business Development Programs with: *Walgreen's, *McKesson, * CVS *PS&S, *Henry Schein, *Long’s Drug, *Baxter, *Abbott* and about a dozen other Pharmaceutical, Distributor, Chain Drug as well as other healthcare company’s.

All-Scripts
Organized and implemented the acquisition of 12 Direct Mail pharmaceutical service companies for a national organization in less than eight months.

This consolidation reduced operating and service costs by 37%.
Increased market share 14%, revenues 16% and profits 11%, in the first year of operations.
The ROI for this project was 450% by the end of the project and over 1000% one year.

Pharmacy Benefits Management (PBMs)

BAXTER-FLINT LABS/BOOTS USA
Developed sales team (10) and marketing activities focused on National Accounts to gain profitable PBM-MCO contracts for 22 pharmaceutical products. Most notable is Synthyroid, Flint SSD, Zoriprin, Choloxin, and Travase Ointment. There were five other hormone related products and five wound care products in the companies portfolio. The goal was to expand services into the developing PBM market, taking advantage of Baxter’s MCO contracts and new PMB contacts.

Within six months, the National Accounts group had 15/25 managed care contracts.
Set-up 4 PBM contracts with All-Scripts, Express Scripts, McKesson and CareMark.
With in the first year the team had 18 of 22 targeted PBMs.
We were able to leverage our reputation with Walgreens, CVS, Eckert’s, Kroger, Longs and Albertsons to place our products in their growing PBM business units.
This generated 12 million in the first complete year
Gained the "Provider of Choice" status with 12 PBM groups.

Product Launch

Boots, USA
Product Launch wound care topical anti-microbial product used in hospital burn units for 2nd & 3rd degree burns and prescribed by physicians for a wide range of minor to moderate wounds for the prevention of infection.

Award winning product launch from Ad Age “Crystal & WOW” award winning campaign captured 148/165 primary burn units in the US in 6 months.
Gained 92% of the Hospital Burn Units market by revenue in less than one year.
Gained 86% of the retail pharmacy market by revenue in less than one year.
Increased sales volume over $28 million while increasing profit margins over 12%.

Research and Development

ClinTrials Research Inc. (Acquired Inveresk Research)
Complete reset of marketing and sales force function for a major pharmaceutical research company involving 6 separate product groupings. The project involved reorganizing the sales force and product lines to better match to client decision-maker coverage. Reorganization of the sales logistics and process, clinical service management and contract management process were major contributors to significant growth.

This was designed, developed, and implemented in 12 months with strong positive change in P&L.
Sales force training, target marketing and contract management systems accelerated growth and account conversions, retention and third party recommendations.
The project increased pharmaceutical company contracts 40%, market share revenues and client contacts.

Medco Research, Inc.
Designed, developed, and implemented national accounts sales training programs for the Medco Research. This involved 25 field representatives calling on more than 2,800 pharmaceutical, University, Medical Schools and private development accounts. This was a “Clinical Sell,” with strong “Point of Purchase” messages targeting Medco’s complete research service and product lines.

Program increased Medco’s exposure and increased sales over 35%.
Increased called on targets accounts 45% due to reorganization of territories and sales cycles.
Increased Technical Support group’s productivity 22%.
Introduced new revenue “Research Contract Process” adding $30 million to the growing profit-center.
Profit increased 8% in this same time period.
Sales Representative retention increased 96% over last three years.

Research for Health, Inc.
Designed, developed, and implemented the merger of three research healthcare products, Ethical NDA & Generic/OTC ANDA Pharmaceuticals as well as medical device 5-10K studies and correlation of studies.

This involved 30 US field representatives calling on more than 2,000 locations.
Developed International channel and sales programs in 12 pharmaceutical development countries.
Training program increased research program exposure increasing contracts 55%!
Profit increased 18% in this same time period.

Capco Packaging & Manufacturing
Capco needed to define, formalize and organized sales and marketing efforts targeting Fortune 1000 medical & pharmaceutical accounts. Defined the sales and marketing team benefits of selling cycles, message, RFPs, management coaching and contract management functions.

Analyzed and defined the sales logistics process
Increased called on contacts 35%
System Contracts 22%
Marketing messages and contracts focus for the company
Training and performance programs were developed that doubled business over the next 8 months.
Contract revenue grew 80% with pharmaceutical companies and 32% from medical packaging accounts.

Alcan Packaging Plastics Americas
This noted pharmaceutical packaging company needed to reduce costs or dramatically increase profits and revenues. The goal was to achieve this without cutting critical people, process or programs.

Reduced operating costs over $6 million in 6 months.
Reorganized (managed) the sales force and marketing functions to reflect large profit business targets.
Gaining $20 Million new revenues from this program with half the cost.

PACO Packaging
This involved the merger of two marketing and sales groups (packaging & contract manufacturing) groups with different, products, strategies, calling on the same Fortune 1,000 pharmaceutical target companies. The goal was to reduce costs but increase effective call and message management. Reduced 50% of the field (to 20) representatives based on performance, cross trained field management and sales force.

This doubled called on account contacts, reduced contact cycle time and tripled EBITDA.
This change increased the sales for the company 27% , and increased profits by 22%.
This National Accounts Team expanded pharmaceutical packaging, private label and OEM manufacturing to end users, joint venturing with pharmaceutical customers, targeting IDNs, MCOs, and other critical business partners and customers. Generating high profit contacts in less than 6 months.

Sales Development & Training

Baxter-TravaCare IV & Home Health
This involved the merger of CareMark into Baxter’s Infusion Therapy companies. This merger was very difficult with differing, company cultures, products, strategies, and target markets. The goal was to achieve proper geographic coverage of primary service areas. A complete and comprehensive training and team building was implemented that involved target clients, messages and services provided by the new company.

Direct responsibility for 4 AVPS, 12 RVPS, 6 NAMs, 20 RAMs, 300 sales and marketing reps.
This project resulted in a RIF of over 50 redundant field and marketing reps and managers.
This effort improved the called on target clients 90%, reduced referral cycle time in half and increased revenues, GP and client retention. Increased profits by 26%.
Within six months, the National Accounts group had 18/25 targeted managed care contracts.
These contracts delivered over $300 million over the next 2 years in high-tech, very profitable infusion therapy therapies.

Abby Homecare
Designed, organized, hired, trained and implemented the first nationally vertically integrated home healthcare sales force focused on increasing market place patient referrals.

Developed first national sakes force of 100 for the homecare market place.
Patient volumes increased 22% for 12 consecutive quarters.
This represents three years of record growth, fastest growing home health company in US.
The RIO for this project was 250% by the end of the project.

Tyco Medical
Complete reorganization & consolidation of the marketing/sales function for Tyco. This involved 3 separate medical product groups. Analyzed and defined the sales logistics process, called on contacts, marketing messages and set up OEM contract system for the company.

OEM Sales force training, target accounts and contract management system.
Improved Sales force productivity on a per call basis, "the right message to the client."
Revenues up 22%, market share by 4%, contract awards by 15% & P&L Profits increased 12%.

All Waste
Primary goal of this project was to identify, hire, develop and train a medical waste management sales force for All Waste entry into the medical waste management business. Defined market opportunities, message and customer targets. The medical market was a new business unit at All Waste. We had to develop the complete business administrative infrastructure, reporting, budgets, P&L’s, forecasts and sales commission programs for this. Developed and provided:

Supervisory training,
Core management development programs,
Customer maintenance programs in sales administration that drove operational improvements.
This sales force reached break-even with in four months and increased sales revenues by 35%.
New customers increased 30% per year.

Johnson & Johnson
Designed, developed, and implemented national sales training programs for two merging Healthcare Products (Ethical & OTC) Divisions of Johnson & Johnson.

This involved 200 field representative calling on more than 50,000 retail locations.
Developed International channel distribution and sales programs in 38 countries.
Launched 16 Pharmaceutical & Nutritional Products; Retail, Hospital and Long-term care markets.
The program was point of purchase sales, displays and in-store kiosk, promotional sales and service.
This training program increased product exposure increasing sales 35% over the next 24 months.
Profit increased 8% in this same time period.

J&J-Ortho Clinical Diagnostics
Designed, developed, and implemented national accounts sales training programs for the Ortho Clinical Diagnostics Divisions of Johnson & Johnson Healthcare. This involved 125 field representative calling on more than 5,800 hospital locations. The program was “Clinical Sell” and “Point of Purchase” of the complete diagnostic line of products.

Program increased product exposure and increased sales over 35% over the next 24 months.
Increased called on target hospitals 45% due to reorganization of territories.
Increased Technical Support group’s productivity 22%.
Introduced a “Maintenance Contract” that added $3 million making it a valued profit-center.
Profit increased 8% in this same time period.
Ortho Sales Representative retention increased 96% over last three years.

OptionCare, Inc
Option Care's turn-around project was first business action taken by the new owner Dr. John Kapoor. The Company was losing over $4 million a quarter, had 30% drop in revenues, and the franchise owners were where preparing a class action suite. The first stage was to install a cost reduction program that put the company in the black in six months. The second stage was to reorganize and implement marketing, sales business development and a national accounts/contracting strategy:

Directly responsible for field sales, 4 AVPS, 12 RVPS, and 250 corporate and 400 indirect franchise reps.
Directly responsible for national accounts, 2 AVPS, 6 NAMs, 20 corporate 12 indirect RAMs.
That generated over $150 million in new high profit revenue in the first year. This improved franchise services, business relations and profits for the 250 franchise owner, operators.

Apria Healthcare
Significantly increased Apria's National Accounts sales revenue (>200%), gross profit's (>10%) and contracts with MCOs over 2002 with United Healthcare, Humana, Cigna, Kaiser, Healthnet, Pacificare and other managed care organizations.

The increased sales over 20 months from $80 to over $400 million of high profit MCO contracts.
This was accomplished by wise contracting for national services with these MCOs.
Additional contract points covered specialty wound care programs, infusion therapy, therapy management programs and integrated operating cost reduction programs, other contract improvements and member-patient referral programs.

Vitamins and Nutrition Supplements

Nature’s Way
This involved the merger of three nutrition supplement companies with differing, products, strategies, and target markets. The goal was to reduce over lap of sales coverage for 800 territory managers, independent reps and jobbers.

Reduce this at least 75% field and sales management to 140 reps and 10 district sales manager 2 Regional Vice Presidents and 30 Metro Flex-time Inventory reps.
Started a telesales group and hired one manager and 12 Telesales people.
Redefined the compensation, commission and bonus system to purely performance based focus.
Cross training of the sales force, Telemarketing, Marketing and Management with integrated P&P, job descriptions, commission plans performance evaluations and a career path process.
The goals of this project were completed on time and under budget.
This effort improved the called on physician/account call-on contacts 80%, reduced client contact cycle time in half and reduced geographic overlap 85%.
This change in sales force coverage increased the sales of the company 45%.
Increased profits by 32% with the reduction of redundant field efforts.