Medical Sales

MICHAEL J. FLYNN *** West Avenue ? Buffalo, New York 14201

716-***-****-H 716-***-****-C email: ***************@*****.***

QUALIFICATIONS

Executive Leadership Financial Oversight

Business Plan and Budget Development P & L Responsibility

Manager / Motivator / Team Builder Creative Thinking

Operations Management / Analysis Project Management

Skillful Communicator Sales Development & Customer Support

EDUCATION

Master of Business Administration, Bachelor of Science, Business Management

Canisius College, Buffalo, NY University at Buffalo, Buffalo, NY

SUMMARY PROFILE

. A dynamic business executive with 20+ years experience in operations

management, financial oversight and business planning/review; Developed

new business through physical plant expansion, service line extensions

and marketing programs that increased sales and profits

. Analyzed work flows, processes, procedures and customer satisfaction;

identified opportunities to enhance operational performance, and improve

cost structure and profit margins

. Directed and managed activities of the Finance, Information Technology

and Human Resources departments; interacted with the production and

service delivery segments of the organization.

. Supervised development of three new physical locations including lease

negotiations, space planning, business planning, policy and procedure

development, and staff recruitment and development.

. Developed analyzed and monitored budgets to identify emerging or

potential problems; defined action steps necessary to bring budget back

on track and achieve corporate goals and objectives; Communicated with

executives, senior management teams, ownership and members of the boards

of directors to bring essential information for effective decisions in a

concise and informative manner.

PROFESSIONAL EXPERIENCE

Cardiology Group of Western New York, P.C. 2009-2010

Chief Operating Officer

. Administered two-site, $13MM specialty medical practice including

management of six direct reports; Developed business extension ideas;

reduced overhead and maintained profitability of practice.

Buffalo Museum of Science 2008-2009

Chief Operating Officer

. Operations executive for not-for-profit corporation

Academic Medicine Services, Inc. 2005 - 2008

Chief Operating Officer

. Managed multi-site medical practice with thirteen medical specialties,

over 70 FTE physicians 150 employees and $15MM in annual revenues;

developed two new practice sites; finalized installation of electronic

medical record; Introduced new, state-of-the-art analytical software that

allowed for precise measurements of productivity and capacity

utilization.

Roswell Park Cancer Institute 1998 - 2005

Director, Decision Support Team 2001-2005

Director, Ambulatory Care and Clinical Support Services 1998-2001

. Developed operating plan for new Decision Support Department; analyzed

workflow, scheduling and patient exit procedures to maximize operational

efficiency; and assisted in development of joint hospital/physician

billing system.

DeGraff Memorial Hospital 1996 - 1998

Director, Partners in Occupational Health Program/Employee Health Office

Healthway Medical Services, PC/Mitchell-Flynn Associates 1990 - 1996

Administrator/Developer

Riverfront Medical Services 1988 - 1990

Administrator

Greater Buffalo Chamber of Commerce 1983 - 1988

Senior VP, Administration and Finance

SELECT ACHIEVEMENTS

ADMINISTRATION

. Division of company was unable to grow line of business due to space

constraints; Reviewed division goals and past activity history; prepared

business plan and pro forma statements for future growth.

. Identified new site locations and developed space designs and developed

space designs with architect based on perceived needs; Negotiated lease,

collaborated and coordinated activities of landlord, contractor and

company, purchased equipment and recruited staff.

. RESULT: Moved to new location was on time and within budget. Revenues

increased 20% per month within three months.

ANALYSIS AND EVALUATION

. Most popular product was the most expensive to produce while market

conditions prohibited a price increase.

. Analyzed raw material vendor's proposal that stated use of his additive

product could reduce downtime by 80%, increase productivity and reduce

production costs by 30%; Conducted three ten-day test periods: one with

normal production procedures, one with raw materials additive and one

with normal practice.

. RESULT: Additive reduced downtime, provided better quality control,

increased productivity 25% with cost falling proportionately. Test

results were presented at a national conference and additive product

adopted by company.

COMMUNICATION

. Industrial clients were unsure of their responsibilities under new

testing laws for small trucking firms and failure to comply could result

in fines that could jeopardize fiscal viability of small companies.

. Developed group presentations and printed materials for distribution to

client that clearly articulated company responsibilities; established a

database for random testing of company employee practices and a testing

protocol that simplified compliance efforts.

. RESULT: Increased small company client base by 115 clients, increased

revenues from drug testing and driver physical examinations by $75K

annually.

CONCEPTUALIZE

. Lack of available health care options for under insured or uninsured

individuals needed to be addressed.

. Analysis of new national approaches to the problem revealed concept of

"walk in centers" as an alternative.

. Prepared business plan, pro forma statements, secured bank loan to

establish "walk in center", identified site locations, negotiated lease,

designed and supervised construction of space and opened center; Drafted

operating policies and procedures, and recruited professionals and

support staff.

. RESULT: Opened center in five months from concept which generated annual

sales of $600K within four years.

ESTABLISH PROCEDURES

. Medical practice with 13 specialties was operating each specialty as an

independent entity.

. Met with each division head to identify their goals, reaffirm company

mission and vision, and how the company support the division endeavors;

Corporate policies and procedures were required to ensure company goals

and objectives were pursued and attained.

. RESULT: Persuaded each division head that buy-in with corporate mission

did not diminish their individual initiatives.

MANAGE

. Business analysis tool that required substantial investment hit a

roadblock because of an inability to comprehend processes needed for

implementation; Reviewed processes and end user expectations, as well as

clarified role definition to get the project moving forward again.

. RESULT: End user needs and vendor capabilities were successfully married

into a business tool to analyze practice activity.

PROBLEM SOLVING

. Referring physicians of oncology patients to major national research

center were unhappy with communication received after referral; Increased

local competition for oncology care required practice initiate a plan to

address the issue.

. Developed new database to collect new patient information and referring

physicians, as well as information on proposed care plan after referral

consultation.

. RESULT: New patient referrals increased 10% in the first six months

after implementation.

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