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Director of Operations

Los Angeles, CA, 91343
April 27, 2016

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Rudolph O’Murray Jr.

**** ****** ****** ***** *****, CA 91343

Home: 818-***-****

Mobile: 818-***-****


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

Budget Management

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

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