Rudolph O’Murray Jr.
**** ****** ****** ***** *****, CA 91343
Over the course of my 20+ year career, I have achieved a track record of starting. Building, growing and improving profitability, performance, and value of companies in the healthcare industry. I am particularly effective in taking complex, technically dense ideas and positioning them in a simple way to a target audience, building and differentiating brands in the market, and streamlining operations for efficiency, through methodical process improvement and empowerment of managers, in each department. I have in-depth knowledge of healthcare practices, procedures and laws, regulations and guidelines pertaining to healthcare. My capabilities extend across the spectrum of healthcare including, laboratory, pathology, IT, medical devices and personalized medicine.
Operations, Strategic Vison; Direction and Planning; Mergers and Acquisitions; Operational Integrations; New Product and New Service Development; Worldwide Marketing; Business Development; Cost Control; Crisis Management and Quality Assurance
MEDomics, LLC Mar, 2015 - Present
Director of Operations (CA)
Directed all aspects of the operation, including Laboratory, Marketing, Billing, Human Resources, Supplies, Financial Management, Patient Care, Safety, Risk Management, Fund Raising, and IT
Directed Patient Financial Services.
Responsible for market analysis, revenue management, and providing representation to US and International physicians and hospitals (sales team) to further growth and funding for organization.
Overall management of human resources; review and compliance with employment and labor laws.
EHS Management and compliance.
Responsible for patient grievances. Review and auditing of misconduct.
Event planning for business development.
Manage Budget Preparation, Personnel Administration, Fiscal Management, utilize SQL and Facilities Management for MEDomics in 3M healthcare revenue.
Manage Electronic Medical Records through Next Gen.
Managed Care and Marketing Contracting.
Advise the president and other key members of senior management on financial planning, budgeting, cash flow, investment priorities, and policy matters.
Review and revision of appropriate policies, internal controls, accounting standards, and procedures.
Plan, coordinate, and execute the annual budget process.
Sonic Healthcare USA Nov, 2013 – Feb, 2015
Director of Operations, Western Division
Led all Non-Technical operations for (2) main laboratories. One on San Luis Obispo and the other one in Bakersfield, CA.
In charge of Lease negotiations and renewals for 43 retail sites plus 2 main campuses
Negotiated and oversaw all Tenant Improvement projects
Managed Customer Service Representatives and Operators
Oversaw Logistics Personnel at 2 main hubs
Managed Fleet at 2 main hubs
Directed personnel at 38 Retail sites and client supplies
Laboratory Corporation of America, Western Division Sep, 2008 – Jan 2013
Director, Operations (CA, ID, WA & AK, AZ)
Responsible for Warehouse, Supply, Purchasing, Quality Assurance, Facilities, 175 Retail Sites, Logistics, Contract/Lease Negotiations, Call Centers and Fleet.
Successfully negotiated 104 leases and saved over $4.8 million in capital expenditures
Identified new retail sites opportunities
Closed 41 redundant and/or low revenue producing retail sites
Negotiated and managed Tenant Improvement projects
Opened 22 new profitable retail sites
Overhauled and adopted hub-spoke model and created connectivity with top 3 suppliers which decreased inventory and reduced supply expense by 37%, from 1.3MM to 819K per month
Reduced 22% of Logistics’ costs by optimizing routes ($9.7MM to $7.6MM) annually
Eliminated 62% of Phlebotomy overtime by reassigning tasks, changing hours and constant monitoring from 415K to 157K per month
TLC, LLC – Woodland Hills, CA Jul, 2006 – Aug 2008
Co-founder of a new, privately owned clinical laboratory company operating in Southern and Central California. Managed all critical operational aspects of the company including Sales, Retail Locations, Lease Negotiations, Logistics, Fleet, Quality Assurance, Computer Systems, Call Center, Payroll, Vendors, Human Capital, and Warehouse/Supplies and Purchasing
Co-created company’s business model and raised over $2MM in funding
Opened 15 retail sites throughout Southern and Central California
Recruited, trained and managed all southern California employees
Built relationships with local hospitals/labs and negotiated all vendor contracts and Leases
Drove revenue from zero to $7 million in two years by expanding into new markets and establishing strategic alliances
Quest Diagnostics, Inc. – Tarzana, CA Jul, 1990 – May, 2006
Vice President of Operations (CA, AZ, TX)
Managed all operational activity in Southern California, Arizona and Texas for the largest laboratory operation in the western half of the nation. Oversaw over 1,200 associates spread across 17 functional areas; Directors, Regional Managers and Supervisors, Technical Operations, over 300 Retail Sites, 18 Stat Laboratories, Compliance, Quality Assurance, Lease Negotiations, Call Centers, Logistics, Fleet, Air Transport, Telecommunications, Warehouse, Client Supply, Purchasing, Specimen Processing (production), Service Representatives, Long Term Care, Security and Housekeeping. Responsible for annual budgets of over $150 million
Led and managed the integration of several large acquisitions with distinctly different cultures totaling over $200 million, with no disruption to key business processes, minimal losses and with significant savings by reducing redundancies and/or eliminating unprofitable business and practices
Added new equipment, revamped processes and created “dashboard” metrics reports that enabled clients, management and employees to see progress in all areas affecting operations
Eliminated 56% of the production workforce through automation and function reassignments for an annual savings of $1.9MM, 19% of logistics for a savings of $3.7MM, 25% of phlebotomy, stat labs and leases for a savings of $26.8MM and
Decreased Supply cost by designing technology that replenishes supplies based on monthly client usage. Overall Supply costs dropped from $3.5MM to $2.7MM per month resulting in no adverse effect to the client base or disruption to daily operations
Reduced customer complaints 50% by creating industry standard customer response program
Re-engineered production line technology, and led a Six Sigma initiative that significantly reduced customer wait times at retail locations
Substantially improved productivity while reducing staffing and operational costs by 20%
Redesigned internal procedures and controls to track expenses on a daily basis
Established new Key Performance Indicators for all operating departments
Led new computerized production reports initiatives and staff cross-training
National Health Laboratories – Englewood, CO May, 1988 – Jul 1990
Regional Director (Colorado, New Mexico, Montana, Minnesota, and Wyoming)
Guided a $25MM business unit including; Technical Operations, Sales, Compliance, Logistics, Specimen Processing (production), Stat Laboratories, Billing, Lease/Contract Negotiations, Call Centers, Quality Assurance, 24 Retail Centers, Telecommunications, IT, Warehouse, Client Supply, Purchasing, Long Term Care, Fleet and over 175 EE’s. Full P&L responsibility.
Grew revenues by 25% ($20MM - $25MM) by expanding into new markets; New Mexico and Minnesota
Full P&L responsibility
Instrumental in installation and training of a new Laboratory Information System and phones
Designated as the company’s National Operations Specialist for operational improvements
Designed new, state of the art laboratory
Oversaw the construction, operations and lease negotiations of all facilities
Milwaukee Area Technical College
Six Sigma Green Belt