Sales Manager

Mark Hollifield

Mark Hollifield, CPA

**** *********** ****

Tampa, FL 33558

Phone 813-***-****

E-mail: ***********@*******.***

Summary

Senior executive with progressive experience in business development, operations, finance, and program

management. Complete P&L responsibility for business unit. Proven track record of spearheading the

development and deployment of strategic initiatives within the organization. Ability to excel in a fast paced,

challenging, and changing environment with the capacity to work and lead all levels of an organization.

Full P&L Responsibility Supply Chain & Product Marketing Strategic Planning

Account Management Retail / Market Operations Due Diligence

Customer Care / Direct Sales System & Process Integration Finance & Accounting

Professional Experience

PMSI (2002 –

2009)

September 2006 – January 2009 PMSI (an AmerisourceBergen Company) Tampa, FL

President

Served as President of PMSI, a $400 million specialty managed care service provider with 800 associates and a

national service footprint. Key objective was to focus on the company’s competitive and strategic market issues

and implement core elements of the strategic and financial plan developed as COO. Notable accomplishments are

as follows:

Led effort to restore customer confidence in PMSI through direct meetings with key clients highlighting the changes

in PMSI, as well as the capital investment targeted for 2007/08.

Installed new executive management team including CFO, Vice President Sales & Marketing, Vice President

Account Management, and CIO.

Migrated shared service function and common infrastructure from parent and sister-company to PMSI for better

control and speed of change.

Completed the implementation and integration of key infrastructure enhancements including mail order front end,

fulfillment robotics, web based client portal, and CRM tools to more effectively coordinate sales efforts, track leads,

and leverage existing contacts. Completed acquisition of a leading provider of Medicare Set-Aside Settlement

Services.

Re-engineered the Company’s client relationship management model establishing core teams by account and

emphasized a proactive client solutions approach to service delivery. Upgraded and expanded marketing and sales

support team to aggressively market the full range of services and products to prospective and existing clients.

In January 2008, AmerisourceBergen formally announced their decision to focus solely on core drug distribution

business and sell non-core assets, including PMSI.

Led the divestiture process including client and employee communication, development of the offering

memorandum, participation in management presentations and due diligence process.

Sale closed on time within established parameters.

February 2006 – August 2006 PMSI (an AmerisourceBergen Company) Tampa, FL

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Mark Hollifield

Chief Operating Officer

Promoted to COO reporting directly to President and COO of AmerisourceBergen. Performed assessment and

developed multi-year strategic and financial plan for other lines of business and PMSI overall. The assessment

included competitive landscape and capital investment required to effectively compete in space given new

competition and bundled service offering. Identified decision point to invest in PMSI (upgrade infrastructure and

acquire additional service offerings) and potentially divest of PMSI given hyper-competitive landscape.

December 2002 – January 2005 PMSI (an AmerisourceBergen Company) Tampa, FL

Vice President – General Manager (Pharmacy)

Executive in charge of overall Pharmacy Benefit Management and Mail Order operations with complete P&L

responsibility for business units (400+ FTEs). Directly responsible for business strategy, client services,

contact center (inbound and outbound calls), bill review service, revenue programs, account penetration,

provider network, systems and business process design and implementation.

Directed the consolidation of key PBM operating systems and realignment of core workflows. A single

operating system and increase process efficiency yielded a decrease in headcount of 50 FTEs, from 290

to 240.

Developed core strategy around revenue generation including creation of dedicated direct sales team to

increase account penetration. Created and implemented compliance engine to automate penetration

programs. Year over year revenue for same account sales increased 30%.

Implemented pharmacy centric bill review application and service with complete integration to

compliance engine.

Established new management team and culture by driving beneficial turnover at exempt and non-exempt

levels.

Led key initiative for the business unit to streamline billing and reduce bad debt. Created front-end

revenue assurance process that provides a real time transaction quality assurance against billing

standards. Bad Debt decreased by 1.7 basis points as a percent of revenue.

Responsible for key “Business to Business” operational improvements with payer clients. Unique

business processes were developed and implemented based on client requirements.

Responsible for national pharmacy provider network (50,000+) including overall strategy and contract

negotiation.

Verizon Communications / GTE Wireless (1989 –

2002)

2000 – 2002 Verizon Communications Atlanta, GA

Vice President – General Manager (GTE Overlap Markets)

Executive in charge of marketing, sales, distribution support, customer operations, engineering, human

resources, legal, and finance for the GTE Wireless overlap properties. The GTE Overlap Market Team

(GOMT) was created as a result of the GTE/Bell Atlantic merger in order to independently operate the

overlap properties through divestiture. These properties included 3 MSAs, 3 RSAs, and 2 MTAs with

approximately 650,000 customers. All properties closed and transitioned to buyers within established

timelines.

Acting Area President with direct operational responsibility and complete P&L responsibility for two of the

market groups.

Established and led an organization of 50 wireless professionals within the GOMT. Led due diligence

teams in their efforts to successfully integrate operational components during divestiture and the

development of the related Transition Service Agreements between the buyer and seller. These

agreements identified specific services, term, service level KPI targets and pricing for the functions

performed during the transition period.

Executive liaison with the Department of Justice appointed Trustee and executive management for both

the buyer and seller.

All properties closed and transitioned to buyers within established timelines.

1999 – 2000 GTE Wireless Alpharetta, GA

Assistant Vice President – Product Marketing & Logistics

Performed initial assessment of the supply chain function in each of the 7 Areas and the centralized

distribution group. Realigned current organizational structure creating a single focus on inventory logistics to

achieve cost savings and operational consistency across all markets . Stabilized current systems

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Mark Hollifield

infrastructure impacting inventory operations and expanded the direct fulfillment capability. Established a

single company wide Product Council which planned and managed product lifecycles.

Directed strategic product plan and the supply chain process related to customer equipment (product

procurement, fulfillment, inventory management, reverse logistic, and repair). National accountability and full

ownership of supply chain (headquarter and field) operations. Responsible for 200+ personnel with two

warehouses serving 500+ points of distribution; 1999 results compared to 1998:

Total handset unit sales increased by 650,000 or 42%, 2.19M units fulfilled

Central inventory turns increased by 1.42 or 23%, Area inventory turns improved by 11.47 or 82%

Inventory physically located throughout the markets decreased by $8 million or 44%

Direct Fulfillment average orders processed per day increased 4,000 units or 400%

Led initiative to address in-collect cost through deployment of PRL/SID management programs resulting in

$46M in annual savings.

1998 – 1999 GTE Wireless Alpharetta, GA

Director – Customer Assurance Operations

Directed deployment of network based fraud prevention technologies and various detection programs

used to identify and limit fraud risk. Full ownership of fraud programs including customer contact. Total

fraud costs decreased by $21M or 38% from PY.

Directed roamer services, roamer database management, phone number management and revenue

assurance functions. Established switch audit and validation system that reduced the number of errors and

omissions by providing a mechanism to continually monitor and mechanically update the database.

Led initiative to enhance bill format. Benefits included increased customer satisfaction, decreased call volumes

into customer care, consistent bill format between multiple billing systems and annual postage savings of $1.2

million.

1996 - 1997 GTE Wireless Atlanta, GA

Director – Customer Support

Performed initial assessment of functions performed in each center (13 centers / 600 FTEs). Realigned

work with customer care, service operations and sales organization to achieve cost savings and

operational consistency across all markets. During 1997, the original 13 centers were consolidated into 5

with a core focus on sales, loyalty and technical trouble resolution.

Established and led direct sales initiative for GTE Wireless through the execution of targeted direct mail

and affinity programs. Also, created and led customer retention initiative through proactive customer

retention programs and SAVE programs.

1995 - 1996 GTE Wireless/CellularOne Nashville, TN

Area Finance Manager

Responsible for the overall direction and leadership of the finance function for the Tennessee/Kentucky

Area, 16 markets (8 MSAs and 8 RSAs) with 500,000+ customers and annual revenues of $375 million.

Activities included fiscal controls, building the overall business plan, budgeting, financial forecasts,

management reporting, operational reviews, fraud control, inventory operations, cash functions, and

establishing financial performance objectives.

Developed overall business plan that provided the senior management team a road map to focus

on profitable growth and achieve targets. Developed retail store “score card” to measure net sales

performance and specific store contribution. Led roll out of new point of sales system for all company

controlled channels.

1992 - 1994 GTE Wireless Atlanta, GA

Manager – Cost Accounting

Responsible for the overall financial leadership of the cost accounting operations group which included

fixed assets, capital projects, toll & facility, and product inventory. Ensured financial results were

complete, accurate, and representative of the business operations and in compliance with GAAP.

Served as a liaison between the Controller's organization and state/regional executive management in

order to lead and direct explanations for financial results, solutions to operational fixed asset issues and

recommendations for internal controls. Scope included reporting for two corporate entities at

consolidated levels and over 150 separate legal entities.

Led initiative to design and implement an integrated capital tracking system. Converted multiple legacy

systems into a single application that linked financial and engineering operations.

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Mark Hollifield

1989 - 1991 GTE Service Corporation Tampa, FL

Senior Auditor

1989 - 1989 TMR Medical Center Tallahassee, FL

Assistant Controller

Education and Professional Qualification

Florida State University, Tallahassee, FL Licenses and Memberships

B.S., Accounting, Minor Computer Science Certified Public Accountant (CPA) in state of Florida.

B.S., Finance American Institute of Certified Public Accountants (AICPA).

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