Sales Executive

Christopher Sean Hine

**** **** ******** **** **********, AZ 85255

407-***-**** ***********.*****@*****.***

Senior Vice President

Transformational Leadership Supply Chain & Logistics Stakeholder Relations Contract Negotiations

Business Development Sales Stewardship Operational Oversight P&L Responsibility

Award winning senior level executive with over fifteen years of dynamic leadership success. Applies strategic vision and strong business acumen to transform organizations into highly profitable and sustainable entities by maximizing operating margins, improving efficiencies and implementing best practices. Plans and implements powerful customer-facing initiatives that effectively resolve issues, generate positive change and enhance corporate reputation. Uncovers emerging talent and develops them into highly successful leaders in key executive roles.

Serves as a trusted advisor and partner to executive team members and staff. Identifies hidden opportunities. Challenges and inspires the development of innovative solutions by collaborating with key stakeholders. Builds dedicated and cohesive teams with a shared sense of focus and accountability. Drives a culture of success and unlocks unrealized potential. Extensive contributor to philanthropic causes. Competencies include:

Strategic Alliances Account Management

Distribution Facilities Cross Functional Teams

Lean Methodologies Marketing & Sales Strategies

Staff Recruitment & Training Revenue Stream Development

Strategic & Operational Planning Operational Effectiveness & Financial Performance

Career Synopsis

H9 Solutions, Scottsdale, AZ

Principal Partner, Healthcare Services 2018-Present

Provides sales support, business continuity, logistic efficiencies, inventory solutions, market analysis, and growth strategies for providers and suppliers in the healthcare sector.

Developed strategic expansion plan for a healthcare IT solution supplier that resulted in the first expansion opportunity into the West Coast Market

Created a comprehensive market analysis including a 5-year growth expectation for a national healthcare supplier

Key member of a development team responsible for creating a comprehensive B2B logistics optimization plan which provided savings opportunities combined with service improvements

Developed multiple business continuity plans for healthcare networks including emergency inventory, communication, and logistics

Owens & Minor Inc., Phoenix, AZ 2006-2017

Vice President Commercial Services (2009-2017)

Transformed a $500 million business unit focused on Integrated Delivery Networks (IDNs) in the Western United States region from an underperforming area into an award winning sustainable business unit of a $9.7 billion global logistics company, which resulted in a 250% increase in Operating Earnings. Responsible for sales, operations, customer service, transportation, and logistics in Denver, Salt Lake City, Albuquerque, Phoenix, and San Diego markets. Led a team of 200 including area directors, distribution general managers, and client lead partners.

Denver – Dramatically increased operating earnings by $4 million YOY by developing and implementing a collaborative business strategy and modified S&OP program.

Improved Operating Earnings 400% by redesigning the distribution center in the Denver market using engineered standards to increase margin and reduce expense

Increased revenue $40 million in two years by improving effectiveness through the reorganization of the sales and operations teams

Negotiated new multi-faceted medical surgical distribution contract with the West Region’s largest customer, The University of Colorado Health’s six-facility major IDNs in the Denver, Colorado Springs, and Northern Colorado Market

Salt Lake City – Revitalized the Salt Lake City market and removed the distribution center from O&M’s possible closure list.

Doubled operating earnings and increased profitability by redesigning the sales team and customer alignment to maximize area efficiency

Negotiated a new five-year agreement with the University of Utah for a $3 million guaranteed ROI utilizing multiple advanced logistics, inventory management, and clinical inventory systems

Returned Utah market to above the acceptable performance level by developing and implementing a three-year strategy

Secured long term client engagement by creating a new value relationship that improved performance for the client and O&M

San Diego – Refined the San Diego market by increasing customer engagement, employee morale and maximizing the efficiency of O&M’s newest distribution center design

Executive sponsor for the relationship at Sharp Health, a five-facility IDN, in the San Diego Market

Redesigned the selling support team to better serve organizational needs

Sold and implemented a consulting engagement to redesign a LUM program along with a two-bin delivery system

Designed and implemented a client engagement process that increased engagement and reduced cost

Albuquerque – Revitalized the Albuquerque market through a combination of negotiating winning deals with the largest customers and the streamlining and expansion of the distribution centers, resulting in the second highest operating earnings in the company.

Executive Lead Partner for the entire O&M relationship for a multi-facility IDN, Presbyterian Healthcare, serving the New Mexico market

Delivered $80 million in sustainable client savings by selling and implementing consulting engagements

Recruited, hired, and trained multiple leaders to manage the complex Presbyterian relationship including purchasing, outsourcing, clinical inventory management and materials management

Redesigned Albuquerque distribution center to support a complex LUM conversion and two-bin delivery system

Negotiated and won a new seven-year contract and subsequent extensions at above-market profitability at the University of New Mexico

Phoenix – Increased the Phoenix market from $60 million in revenue to $195 million over five years, requiring two expansions of the distribution center and the addition of a distribution support location to handle a new multi-state client.

Successfully negotiated a groundbreaking new contract with Phoenix Children’s Hospital, with mutually shared key business objectives and implemented a unique incentive Private Label program, which maintained private label sales at over 200% of the company standard

Integral executive component of the key customer pursuit, sales and implementation team for Dignity Health, bringing online a 42-hospital IDN across multiple states simultaneously. Subsequently took on leadership responsibility

Located, outfitted, and implemented a distribution support location in Phoenix, AZ

Executive Sponsor for West Sector relationship for Tenet Health, including business reviews and joint strategic planning sessions

Managed and directed sales support teams across multiple states

Developed communication plan to support aggressive Tenet standardizations goals

Director of Sales, Desert Area (2006-2009)

Recruited, trained, and led a highly successful regional team created out of disparate teams from multiple organizations during the acquisition of two major companies. Managed a staff of 14 and a budget of $250 million.

Exceeded sales and margin forecasts in all markets by implementing an accountable sales plan utilizing CRM tools

Acquired three new key accounts in the first six months, including winning a $100 million RFP by developing and implementing a multi-divisional marketing strategy

Oversaw customer business review process, sales planning and reporting tool

Trained sales staff on territory planning, budgeting, tracking of key initiatives, holding staff accountable

Increased private brand sales 300% and grew program sales $2.5 million to $9 million

Recruited and retained multiple high producing account managers

McKesson, Inc., Dallas, TX and Orlando, FL 1999-2006

Director, Supply Chain Management, Orlando, FL (2004-2006)

Led the rebuilding of McKesson’s Orlando operation and oversaw the re-establishment of the supply chain for the largest hospital system in the region after a multiple hurricane disaster which destroyed the distribution center, collapsed computer systems, and damaged millions of dollars in customer inventory. Managed five staff and a budget of $45 million.

Retained $45 million flagship customer, Orlando Regional Healthcare, following hurricane destruction by creating and directing a complex, integrated emergency recovery plan to bring supply chain back on-line

Rebuilt customer trust and satisfaction by instituting a new and comprehensive support and communication plan

Expanded customer engagement by implementing the first “activity based” pricing agreement in a complex new five-year contract

Recovered $3 million in accounts receivable by utilizing a team to mine lost data, validate and gain client support

Grew revenue 7% YOY for two consecutive years by creating a collaborative sales plan

Recruited and trained a new, highly-effective sales team

Account Manager, Dallas, TX (1999-2004)

Increased revenue $14 million by implementing a market penetration program

Improved accountability and improved financial performance by creating and implementing a formalized financial reporting tool which was adopted by the entire area

Retained a $12 million at-risk customer, Parkland Hospital, by successfully evaluating, defending and renegotiating the contract which included implementing an innovative strategy

Education & Training

Middle Tennessee State University, Murfreesboro, TN Bachelor Business Administration, Marketing

Texas Tech University, Lubbock, TX Engineering Technology and Architectural Design

Awards, Associations & Community

Owens & Minor: “President’s Circle, Top Producing Executive” 2015; “Area of the Year, Most Improved Financial Performance” 2013; “Area Safety” 2009, 2010, and 2012; and “Area of the Year”, Runner-Up Highest Financial Performance 2009

McKesson: “President’s Club, Account Manager of the Year”; “Sales Executive Council” and “Top Producing Private Label”

Phoenix Children’s Hospital Foundation, Volunteer

Created and developed an annual Classic Car Giveaway program resulting in increased financial contribution as well as community awareness for the hospital. Acquired resources, designed and custom built the first ever PCH classic car. Created C-Suite attention, collaborated with hospital executives to make an annual event, and ensured engagement through public ‘reveal and presentation’ celebration of the cars.

Barrow Neurological Institute and Muhammad Ali Parkinson Center, Volunteer

Financial and creative supporter of the center. Part of the 20th anniversary supporters’ event. Creates new avenues for financial support through community business leaders.

A Soldier’s Child, Volunteer

Supporter and contributor of the foundation that provides support for children of fallen US service members.

Jones-Gordon School, Volunteer

Supporter and contributor to a specialized school focusing on students with learning differences.

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