Dave Cook, CSM

Alta, CA, ****** 916-***-**** ad3zne@r.postjobfree.com linkedin.com/in/dave-cook-1685678

Director of Strategic Organizational Programs & Large-Scale Business Operations

Specialized in: Strengthening Stakeholder Relationships, Ensuring Regulatory Compliance, and Standardizing Process Improvements in Support of Business Goals

Solid record delivering complex and concurrent programs from start to finish. Engaging communicator with an executive presence, dedicated to keeping clients and stakeholders informed based on attentive progress monitoring. Establishes trusting partnerships across business, community, and supplier relationships. A motivational leader with a history of guiding large and diverse teams to exceed expectations.

Plant Management I Contract Negotiation I Global Sourcing I Commodity Risk Management I

Project Planning Budget Development & Monitoring Regulatory Compliance Data-Driven Decisions Collaborative leadership Persuasive Communications Strong Negotiator Agile Methodologies

Lean/Six Sigma Community Relationship Management Continuous Process Improvements

Professional Experience

Plant Director / General Manager – Crothall Healthcare, Manteca, CA - May 2022-Present

Healthcare Linens, Plant Operations

Responsible for all aspects of operations, facility management, monthly budget/profitability goals (annual budget of $4.2 million), and plant performance results via the processing and delivery of healthcare linens. Significant focus on working with and influencing plant management teams to execute risk and issue mitigation plans to sustainably fix issues early in the process. Responsible for over 200 direct reports. Regularly drove the implementation of process improvement into the team's everyday workflow. Compliance focused on establishing measures for infection control, OSHA regulations, and Safety/Risk Management Plans. Developed departmental personnel by assessing performance, setting goals, providing coaching, counseling, mentorship & training, while supporting continuous improvement to meet company objectives and goals. Focused on reducing temporary labor and retention of full-time personnel. Increasing productivity through management of PPOH data to help reduce plant overtime, customer fill rates and on time delivery. Proactively engaged with city representatives, union representatives, and future customers to recommend innovative solutions to complex problems, many of which have become company-wide standards.

After only 4 months of managing the plant, it was awarded the Power Rankings 4th Quarter Award for Overall Operational, Safety, and Profitability Achievements.

Led the plant to achieve a 2nd overall corporate ranking, within the first 5 months of taking charge.

Created an electronic plant management tool for delivering a consistent organized schedule for day-to-day operations, bringing quick visibility to any potential issues, while also giving the organization analytics to use for future growth and performance. The company KPIs and customers KPI’s were included to ensure compliance. The tool rolled up weekly results into summaries for corporate leadership review. Ultimately, productivity was increased by 50% and there was an increase in profitability by over $4 million in one years’ time.

Managed the plant to become the largest plant within the organization, with 3000 less labor hours per week utilized than the next largest plant, increasing profitability.

Turned the unprofitable Manteca plant into a thriving organization and exceeded all goals for profitability by $1.2 million, within my first two months of taking over the plant.

Saved $500k in annual temporary labor costs in one year. Upon arriving to the plant, there were 45 open full-time positions, and as an interim solution, the plant was hiring temp labor at an increased cost. I vetted and hired new full-time employees and retained them, decreasing temporary labor and associated costs.

Increased plant revenue by $400K by directly negotiating new contracts in my first 6 months

Increased plant safety by creating and implementing new processes for daily operations, bringing the plant into positive OSHA standards/standings.

Western Division Senior Project Manager – Crothall Healthcare, Virtual, CA - August 2021- May 2022

Healthcare Linens, Project Operations

Responsible for large-scale projects within the western region of the United States. Developed operational tools to help with recertifications for HLAC and TRSA. Worked with plants on process improvements around floor flows, increased PPOH, conducted staff mentorship, implemented safety mitigation, and increased overall plant performance. I was the Lead project manager for bringing in CommonSpirit, a new large-scale healthcare provider.

Created and designed multiple schedules for numerous phases of rollouts.

Captured contract changes to help with the contractual amendment process.

Created tools and automated emails to track issues post go-live.

Created a dashboard for tracking contractual KPI’s with one of our larger healthcare customers.

Created areas of opportunities of improvement for the customer to help lower their cost and improve upon a collaborative approach to ensure we could meet their delivery times and fill rates.

Procurement Relationship Manager (Category Manager) – Sutter Health, Roseville, CA – January 2020 – August 2021

Supply Chain Services, Strategic Sourcing

Responsible for the reduction of supply costs without any negative impacts on operations. Ran the RFP process for my portfolio. Assisted with implementation of improvements to processes to enhance department performance and effectiveness. Skilled in increasing standardization of product selection and related processes. Adept at developing, leading, and executing purchasing strategies while assisting less experienced professionals in protecting business interests. Successful track record of designing and implementing complex sourcing and procurement strategies that achieved desired results. Interpretation and management of large, complex contracts following internal and external customer schedules and requests, to ensure these documents properly reflected business objectives. Prepared proposals, contract negotiations, and conducted contract administration to ensure contract acquisition and fulfillment was achieved in accordance with company policies, legal requirements, and requisite specifications. A proven track record of managing fast-paced operations spanning several complex categories. The total Portfolio of responsibility directly managed was $98 million.

Total cost savings and cost avoidance negotiated during 2020-2021 was over $6 million.

PMO Delivery Manager – Sutter Health, Rancho Cordova, CA, June 2016 – January 2020

Facilities & Acquisitions Project Team

Guided project management staff, coordinators, and teams. Ensured successful delivery of assigned area projects. Overseen and directed applications, data management, reporting, infrastructure, process improvement, and construction-related activities. Managed scope definition, budgets, risk identification, issue resolution, work plans, communications, and vendor relationships for concurrent projects. Coordinated with OSHPD, CDPH, IORs and JHCHO, and other agencies to ensure regulatory compliance.

Collaborated with executive leaders of Facility Planning Services and Information Services to establish standard communication processes that bridged the critical gap between units. Established workflows that aligned diverse teams, resulting in increased quality of customer service.

Delivered IS and IT projects related to the construction of two acute-care smart hospitals incorporating 400+ leading-edge applications in San Francisco ($2.1 billion budget).

SR Project Manager – SAS (Contract Job via KForce), Sacramento, CA, January 2016 - June 2021

SAS SSOD, Department of Justice CURES 2.0 Project

Implemented SAS Fraud Framework for Government onto DOJ infrastructure in conjunction with a database of schedule II, III, and IV controlled substance prescriptions dispensed in California which serves public health, regulatory agencies, and law enforcement. Maintained strong client relationships and managed client expectations while driving new processes and deliverables in compliance with SLAs and regulatory requirements.

Negotiated and obtained client approval for three contracts, then presented six deliverables within two months.

Manager SR Project Manager – ACS (Division of Xerox, Inc.) West Sacramento, CA, August 2012 – January 2016

Drove enhancements and process improvements across healthcare technology environments. Identified and mitigated risks and resolved issues related to the legacy California Medicare Management Information System. Instrumental in implementing system-wide changes to 80+ projects with cumulative budgets of over $52 million. Corrected issues including erroneous payments. Revised and standardized project management and analysis processes across the organization.

Saved over $3 million in recurring costs by applying Lean Six Sigma principles to accounting processes.

Earned two awards for outstanding work ethic and dedication.

Rapidly promoted from Project Manager to Senior Project Manager to Manager.

Project Manager, Civil Works – US Army Corps of Engineers, Sacramento, CA, November 2009 - August 2012

Delivered high-profile flood risk projects including Napa Valley Flood Control, Napa Creek Box Culvert and Flood Control, Napa Dry Bypass ($525 million), Tahoe Basin ($3.9 million), and Sacramento Riverbank Protection ($1 billion).

Liaised with stakeholders including federal, state, local, and private agencies, media, and citizens. Secured optimal bids for materials, supplies, and labor by negotiating with sponsors, stakeholders, and members of congress. Ensured projects met established objectives, timelines, and budgets.

Program Manager – K. Hovnanian, Sacramento, CA, March 2003—November 2009

Supervised 16 community areas and staffs across the Sacramento area ($100 million). Guided 12 direct reports and 35 trade partners per community. Developed projections and reviewed plans for accuracy. Prepared and monitored budgets and allocations. Maintained clear and open communication with city officials, inspectors, regulatory agencies, and internal staff. Led weekly safety meetings and inspections. Improved cost control and efficiency by analyzing and standardizing processes and procedures. Mentored and trained eight community managers, three of whom earned CM of the Year awards. Achieved three CM of the Quarter awards and a CM of the Year award.

Credentials

Master’s Certification in Project Management, George Washington University

Certificate in Construction Management, University of California – Davis (UC Davis)

Lean / Six Sigma (Green Belt), Xerox

Certified Scrum Master (CSM), Platinum Edge

ITIL Certified, Pink Elephant

Microsoft Orange Belt Certified, International Institute for Learning, Inc. (IIL)

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