Optum Specialty Real Estate

Joshua L. Gillis

*** ****** **** *, ****** WI, **016

952-***-**** (cell)

*********@*****.***

EXPERIENCED PEOPLE, BUSINESS & OPERATIONS LEADER

Transformational leader with extensive knowledge, skills and experience in leading operations in both health care and non-health care environments, focused on adding value through leading teams, building relationships, reducing cost, strong communication, gaining efficiencies and ensuring enterprise excellence.

Leadership/Strategy/Culture/DE&I

Contract/RFP/Proposal

Distribution/Supply Chain/ERP/Inventory Principles

Planning/Scheduling/Procurement

Distribution/Facilities Design & Management

Transformation/Cost Reduction/Digital Transformation

Assembly/Kitting/Fulfillment/Shipping

Budgeting/P&L/Long-Range Planning

Medical Device Distribution (FDA, ISO)

Pharmaceutical Distribution/Private Label

PROFESSIONAL EXPERIENCE

Optum Rx, Eden Prairie, MN 2022 – Present

A United Health Group PBM and pharmacy services company

General Manager, Optum Specialty Distribution Holdings, LLC

Pioneered Optum’s first multi-billion dollar pharmaceutical distribution company from approval to launch in 8 months

Led the selection, design and build of 303k square foot distribution center

Designed Optum Specialty Distribution organization and built the leadership team

Successfully implemented SAP, Vistex, Axway and other applications from scratch

Developed and led Optum’s Wholesale, 3PL and Private Label drug companies as the first employee of each

Owned and managed P&L for multi-billion dollar business, $40M in capital and $30M in SG&A

Present weekly to ORx CEO and the leadership team on progress and plans

Developed all long-range plans, annual business plans and quarterly business reviews for Optum Specialty Distribution to present to Optum and UHG leadership

Optum Rx, Eden Prairie, MN 2019 – 2022

A United Health Group PBM and pharmacy services company

Vice President, Capital, Real Estate, Specialty Pharmacy Transformation

Reporting to the CEO, my role included helping drive strategic direction, leading all high-level transformation activities for Specialty patient, provider and client, overseeing Specialty Real Estate decisions, driving the Specialty Capital process and ensuring operational improvement

Successfully took over 1,200 agent call center for 3 months turning performance around immediately

Led the transformation of Optum Specialty from 9% self-service to 40% self-service dramatically impacting NPS and saving over $20M

Transformed Optum Specialty Pharmacy taking it to JD Power’s # 1 pharmacy from the bottom of the list in 2 years

Led the transformation of Provider Portal work for Optum Specialty to provide self-service options to providers that were previously unavailable

Led ORx Capital and Real Estate to build out the best processes within UHG to manage multi-hundred million dollar capital budget

Optum, Eden Prairie, MN 2011 – 2019

An industry leading health services company

Director/Senior Director, Optum Operations

Selected as one of three UHG Culture Ambassador Lead, leading culture strategy and communications for 19 months, including presenting to 30,000 culture ambassadors monthly

Led activities to drive over $150M in cost savings

Led the Optum Vendor Management Office and sat on the UHG Vendor Management Counsel for Optum

Successfully led and developed the Optum Payment Card Industry (PCI) team for one year to ensure Optum’s compliance

Collaborated with Optum IT and external vendors to develop a centralized fulfillment ordering tool designed to eliminate the use of over ten existing tools

Led a major integration of our external fulfilment tool with our internal case management system

Developed the plan and led the integration of all 5,000 clinical staff into the fulfillment ordering tool

Designed and expanded upon Fulfillment Services metrics leading to increased transparency and driving increased productivity and higher quality

Implemented inventory management principles, Developed Netsuite ERP and created an inventory team leading to the reduction of over 60,000 nurse material backorders

Designed and developed the Optum Fulfillment Services team to serve all of Optum Health

CORVENTIS, St. Paul, MN 2009 – 2011

A Medical Device company specializing in Mobile Cardiac Telemetry

Senior Manager, Operations and Manufacturing

Designed, negotiated and built out distribution facilities in the United States and Europe

Provided leadership over the Distribution, Purchasing and Planning teams in the United States and Europe

Developed operations plans based on my partnership with sales teams in the United States, Europe, Singapore, India and the Middle East

Partner with sales teams to negotiate distributorship contracts and lead international distributors to drive successful warehousing and distribution

Design, negotiate property leases, negotiate warehouse purchases and build successful distribution centers in both domestic and international markets

Developed and implemented the company’s ERP system across multiple warehouses, both physical and virtual, to ensure success for both operations and accounting

Negotiated small package carrier contracts resulting in beneficial discounts in the United States and in International markets. These negotiations were highlighted in the August 2009, Volume 03, Issue 01 of the Fed Ex Small Biz Magazine.

Presented the Corventis distribution model to Richard Smith, the son of the Fed Ex’s founder and now the company’s managing director on September 30, 2010.

Useed multiple negotiation strategies with international and domestic manufacturers and suppliers to create beneficial solutions on contract, master supply agreement or quality agreement terms

Developed yield reporting tools and goals and drove the manufacturing team to decrease yield loss through PFMEA

Successfully led the purchasing team to a reduction in COGs by approximately 30%

Successfully negotiated Cellular Network contracts cutting transmission costs by 80% in the U.S.

Created master production schedule, international inter-company purchasing process and class A supplier scorecard

Developed, implemented and maintained all of the operation’s processes to meet the standards of the FDA, ISO, CE Mark and financial institutions.

As the point person for auditors, I successfully led my team through multiple FDA, ISO, CE Mark and Financial Audits

ZOMAX, Brooklyn Park, MN 2006 - 2009

A $100 million CD/DVD Manufacturing/Assembly/Distribution company

Production/Distribution Manager

Designed, negotiated and built out distribution and production facility

Key responsibilities included budgeting, permanent and temporary staffing, role definitions, communicate expectations, employee development and process development/documentation to meet ISO standards

Established and monitored inventory levels, customer forecast and demand for VMI and non-VMI customers per SLA

Created and successfully managed a multi-site production plan for a $4 million project

Managed scheduling to maximize efficiencies and increase throughput for automated and manual work centers

Cost effectively managed production according to BOMs, quotes and production schedules

Developed, implemented and maintained production, fulfillment, distribution and returned material efficiency metrics

Initiated and implemented key changes in existing carrier contracts to cut transportation expense

Freight Management Functional Lead for all 6 facilities in 3 countries during an ERP system implementation

Introduced 5S techniques focused on organization and cleanliness to improve safety and plant aesthetics

Redesigned the distribution center layout within budget, increasing fulfillment efficiencies by over 240%

TARGET CORPORATION, Woodbury, MN 2004 - 2006

A $50 billion In-Store and Online Retail company

Group Leader

Key responsibilities included budgeting, permanent and temporary staffing, role definition, high level communication, employee development, cost reduction project management, distribution/production design and process development

Devised and directed multiple projects aimed at redirecting product flow, increasing productivity, reducing replenishment stocking and enhancing the WMS resulting in projected annual savings of $1.9 million

Delivered $75,000 of savings annually through a reduction in outsourcing

Created distribution center performance metrics and a tool to communicate results to headquarters

Managed a team consisting of 1 supervisor and 70-100 team members in daily operation (200+ Seasonal) to ensure a high degree of safety, service and quality

EDUCATION

MBA, Saint Cloud State University

B.S. Operations Management, Saint Cloud State University

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