Sales Customer Service

Lori Conway

Vice President - FENWAL, A FRESENIUS KABI COMPANY

Lake Villa, IL

****************@*****.*** - 847-***-****

Authorized to work in the US for any employer

WORK EXPERIENCE

Vice President, Global Plasma Business

FENWAL, A FRESENIUS KABI COMPANY - Lake Zurich, IL - 2010 to Present P&L accountability for the $130M global commercial plasma business, including both sales and marketing, within the N.A. Medical Device business of Fresenius Kabi. Develop and drive the Global Strategic Product Roadmap for the business working with R&D, Regulatory, Quality, and Supply Chain to ensure Voice of Customer requirements are translated into both on-market and future products. Secondary responsibility for all field operations within the plasma business, guaranteeing that customers receive all training and support necessary to manage their FDA-governed Plasma Centers.

• Exceeded revenue expectations for 4 consecutive years, driving growth of 7% to 21% over Prior Year.

• Rebuilt the business's infrastructure after nearly 6 years without investment or attention. Established a 10- year global strategic plan for product, global branding, Six Sigma initiatives, processes, and people.

• Launched new software or a new product every year, 2010 through 2014, within the $300M market space. o See August 19, 2010 Press Release and April 3, 2012 Press Release.

• Negotiated and executed long-term customer contracts through Fenwal and Fresenius transitions ranging from $35M to $250M for both medical devices and related soft goods.

• Earned the 2013 "Business Leader of the Year" Award for the N.A. Medical Device unit of Fresenius Kabi. Vice President, Manufacturing Porgram Management Office FENWAL, A FRESENIUS KABI COMPANY - Lake Zurich, IL - 2007 to 2010 Led a "Program Management Office" to drive the transition from the 2006 TPG private equity firm purchase. Prioritized and executed projects across key functions: Manufacturing, Operations, Regulatory, Marketing, Quality, Finance, and Supply Chain. Established and implemented processes for planning and monitoring transition projects for the removal of 12 large global manufacturing operations with COP of nearly $100M from Baxter.

• Exceeded savings expectations by 15% for the 30+ transition projects. Established the method to track all savings as well as capital and operating expense spending.

• Executed product manufacturing rationalization strategy and project plans based on PE-firm forecasts and worked with key Fenwal managers which ensured success.

• Negotiated the transfer dates and tight timelines with Baxter which ensured continuous supply of product for global customers.

• Led a cross-cultural and cross-functional group to set-up and optimize product flow to Latin America and Asia Pacific regions.

Vice President, Integrated Supply Solution

CARDINAL HEALTH - McGaw Park, IL - 2006 to 2007

Led a newly created $60M Business Unit made up of a 40-person volunteer team to build out and validate customer research concepts to create business solutions. Organized sub-teams to develop integrated processes for horizontal BUs to utilize while executing the new solutions.

• Pioneered a visionary shared services offering as well as a new process to identify and bring to market innovative solutions for hospitals. Influenced and coordinated multiple business unit leaders, marketing research, an outside consulting firm, and key customers.

• Created initial organization design and recruited key executives to lead and execute the offerings, including integrating over 30 people and processes from previous BUs within the company into the newly formed organization.

• Prioritized activities of BU through development of a strategic plan to generate revenues of more than $903M by the end of the 5-year planning horizon. Also developed and executed reporting, forecasting, and planning for new BU.

Director of Marketing, Supply Chain Services

CARDINAL HEALTH - 2003 to 2006

Designed the Strategic Business Plan for developing new businesses within the company. Created and led an organization of 40 people with a $6.3M budget to execute the operating plan.

• Launched two new leading-edge services, each generating first-year revenues of more than $2M. Developed a marketing plan and associated tactical, financial, and operating plans for these services. o See OptiFreight® Example.

• Performed all business development and planning activities, including negotiating a new $1M contract for a technology launch. Sponsored a Lean Six Sigma project generating over $500,000 in cost savings.

• Identified key standard operating procedures and legal requirements for contracting of newly launched services.

• Led a visionary organizational design initiative for a separate $70M business unit. Served as a change agent working multi-functionally across sales, operations, marketing, and finance to build a business case for presentation to the President. Received acceptance and transferred initiative to a VP Black Belt for implementation.

Director of Marketing, Consulting and Services

CARDINAL HEALTH - McGaw Park, IL - 2002 to 2003

Responsible for all marketing, sales operations, production, and contract administration for a $30M consulting business. Coached and developed a staff of 5 and member of the Executive Team.

• Drove a 500% turnaround in operating earnings through the integration of four distinct areas of the business into one. Restructured key departments and implemented all new policies and procedures.

• Conducted a qualitative and quantitative independent market research study in collaboration with an outside agency. From the study's results, designed the strategic plan to form the new consulting and services marketing platform, advertising, testimonials, and collateral.

• Directed sales support operations, including developing first-ever sales management tool for tracking sales opportunities, forecasting, prioritizing resources, and analyzing closed and lost business.

• Planned and executed the first national sales and operations meeting for the 150-person organization, including outside speakers, all agenda items, content delegation, and meeting logistics. Global Sourcing, Procedural Kits

Cardinal Health - McGaw Park, IL - 2000 to 2002

Identified and implemented improved cost positions and enhanced sales and marketing tools for operating room supply kits within a hospital.

• Negotiated $40M in standard cost with key vendors included in operating room procedure kits and custom products kits.

• Achieved $2.9M in annual cost reduction opportunities through collaboration with vendors, sales and marketing, and operations.

• Exceeded sales growth plans for existing customers, or 3%, by developing value improvement programs that enhanced product offerings for clinical management consultants and the sales teams.

• Initiated a process and policy improvement project within the organization and managed staff responsible for key operational processes.

Director of Contracting, Health Systems

ALLEGIANCE HEALTHCARE - McGaw Park, IL - 1997 to 2000 Executed group contract implementation and operational requirements related to profitability and processes. Developed and executed reporting, analysis, and process improvements for department.

• Developed financial reporting processes for a $7B, 7-year self-manufactured product contract with Premier, Inc., as well as the strategic plan, forecasts, and financials analyses of $1.8B in revenue, $50M in fees, and

$2.5M in operating expenses.

• Created and implemented the compliance process for the Premier, Inc. distribution contract and oversaw the roll out to the sales organization.

• Supervised and directed over 20 employees responsible for key GPO contract administration, as well as the financial and operational review of new and negotiated contracts with GPOs.

• Led an organization evaluation with an internal consulting group that determined appropriate staffing levels and operational and systems effectiveness measures. Operations Manager, Consulting/Cost Management Services BAXTER HEALTHCARE - McGaw Park, IL - 1996 to 1997

Operational and financial support for consulting offerings to hospital customers. Role also included strategic planning and development of solution modeling.

• Designed economic modeling tools and operational evaluation for service pricing and investment prioritization for future service agreements and opportunity analyses. Established the reporting, planning, and forecasting for the business; assisted with the same for the Shared Risk/Shared Savings business group.

• Led the strategic planning process for the business unit's spin-off to the new company.

• Developed the baseline and a guaranteed savings tracking tool for industry-breaking agreement with the Methodist Healthcare System (MHS); worked with MHS hospital executives and internal company employees on the implementation of measurement tools.

Operations Manager, ValueLink Business

BAXTER HEALTHCARE - Waukegan, IL - 1993 to 1996

Responsible for selling and executing leading-edge stockless service for 5 hospital customers. Managed customer service, inventory, warehouse/distribution, transportation, and facilities.

• Managed 50+ people and implemented 5 ValueLink Programs generating annual fee revenue of $1.4M.

• Led a cross-divisional team through the strategy and full integration of ValueLink into the "base" U.S. Distribution business netting over $36M in additional income. Assisted in closing an operating region, and managed the state-of-the-art facility move and all operations to a new region.

• Negotiated a new contract with 2 existing ValueLink customers for a better financial and operational position. Finance Manager

BAXTER HEALTHCARE - 1992 to 1993

Financial Analyst

BAXTER HEALTHCARE - 1989 to 1992

EDUCATION

MBA

Lake Forest Graduate School of Management - Lake Forest, IL 2000

BS in Business Administration

University of Colorado - Boulder, CO

1989

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