TIM L.

RICH
13118 NE 36th Street * Bellevue, Washington 98005
425-241-8991 * trab4e1c@westpost.net
SENIOR EXECUTIVE:
Sales, Marketing, General Management
Multi-talented senior executive with impressive history elevating start-up, turn
around, and existing organizations to leading positions in highly competitive he
althcare IT and medical service industries. Design pioneering business models, a
nd transform them into lucrative realities, spearheading high-impact strategic p
lans. Penetrate and expand within new market segments, facilitating development
of new products, offerings, and technology solutions. Strengthen competitive pos
itioning, researching and capitalizing on market and consumer trends. Maximize b
ottom-lines, restructuring and continually improving processes. Build, coordinat
e, and lead high-performance teams, expertly recruiting, managing, and inspiring
talent. Set new standards for service, sales, and success.

Strategic Analysis & Planning * Business & Market Share Development

Market Penetration * Competitive Positioning * New Product Launches * Ecommerce
*
Bottom-Line Optimization * Continuous Improvements * Alliance Development * Team
Building

PROFESSIONAL EXPERIENCE
PATIENTSAFE SOLUTIONS (Intellidot), San Diego, California * 2009 - 2010
Startup specializing in bedside patient safety solutions for hospital based care
givers, patients and their families utilizing Apple(R) based mobile wireless tec
hnology and clinical workflow software.
Vice President - Sales
Managed the direct sales group focused on sales to the US Hospital market. Negot
iated and administered all GPO agreements and national accounts.
Major Contributions:
* Created transition program for legacy hospital accounts from prior company pro
ducts (Intellidot) to new Patient Touch System with an expected 75% retention le
vel.
* Implemented system warranty program and sunset plan for legacy products with 8
5% customer participation.
* Created 4-year $110 million sales and marketing plan focused on tier one and t
ier two US hospitals and IDNs.
* Secured conversion commitment from the company's largest customer (55 hospital
IDN).
Revenue Growth:
* Generated $24 million in conversion backlog commitments with $12 million more
in process.
* Signed up 85% of legacy client base to new warranty program valued at $3 milli
on.
Highlights:
* High conversion and retention rate from neglected existing client base.
* Secured five beta site commitments for new PatientTouch technology.
* Repaired damaged legacy product reputation and stabilized existing client base
.
* Created comprehensive promotion plan for upcoming product launch.
MEDPLUS, Cincinnati, Ohio * 2003 - 2009
$58M division of $7.3B Quest Diagnostics Company specializing in healthcare medi
cal record exchange technology; provides hospitals and caregivers with access to
complete patient records.
Vice President - Sales & Marketing
Formulated and led strategic product positioning and sales plans; focused on dir
ect and channel sales within Hospital vertical market. Managed Canadian distribu
tor relationship. Negotiated and administered all GPO agreements. Managed sales,
marketing, and contracting personnel consisting of 18 direct reports, and 5 sen
ior indirect reports within parent company who directed 102 sales executives.
Major Contributions:
* Drove sales and product momentum for top grossing product line with minimal re
sources
* Transitioned product development focus from slow and costly organic developmen
t to rapid third party OEM product integration.
* Grew customer base 215% in 5 years, adding 94 new hospitals.
* Expanded Hospital Document Imaging product focus from HIM Department to enterp
rise wide use, diversifying stagnant product strategy, researching market, and e
ngaging customers.
* Laid groundwork for continuous profit growth, upgrading direct sales channel,
adding new distribution channels, and enlarging product mix and potential market
s.
Revenue Growth:
* Generated $78M in license and services revenue through upgraded direct sales t
eam.
* Produced additional $71M in support revenue backlog.
* Increased margin per contract +25%, and average dollar value per contract +15%
, launching 3 revenue-expanding components in 2 years.
* Doubled upgrade sales from $1.8M to +$4M per year, building high-performance i
n-house sales team.
* Designed and led federated Community Medical Record product strategy targeting
RHIOs, IDNs, and hospitals; generated $5.6M in 1st year sales with forecasted $
14M in next 12 months.
Highlights:
* Achieved and sustained #1 KLAS product ranking in industry for DMI products al
l 5 years.
* Established 100% reference-able client base.
* Illustrated 1- to 2-year return on investment (ROI), publishing customer cases
study based on ROI profiles.
* Created collaborative team environment with Product Management, Marketing, and
Professional Services, engaging all in strategic and tactical product business
planning and processes.
* Recognized as first Six Sigma Green Belt Certified sales executive companywide
.
MEDUNITE, INC., San Diego, California * 2000 - 2003
Start-up Corporation formed by top eight managed care companies to automate insu
rance claims and payment processes for all national physicians, hospitals, and a
ncillary service providers.
President & SVP Sales & Marketing - Healthcare Provider Services
Led promotions and sales of claims automation to all healthcare provider vertica
ls in US through 62 staff in National Direct Sales, Business Development, Nation
al Accounts, Marketing, and Customer Support. . Directed strategic business, mar
keting, and partnership development efforts; focused on corporate hospital chain
s, and vendor resellers and OEMs. Identified and cultivated senior-level relatio
nships with key vendors.
Major Contributions:
* Played major role in launching Start-up Company, and creating strong market de
mand.
* Built world class National Sales, Marketing and Customer Service teams within
1st 12 months.
* Generated $18.5M in sales, and $40M in backlog services by 2nd year, creating
implementation and technical management processes, and global customer satisfact
ion programs.
* Closed 810 nationwide customers representing 125,000 physicians, 55 IDNs, and
68 vendor and distributor relationships.
Enhancements:
* Aligned lagging service availability with unprecedented sales performance, co-
creating service concentration maps for all 40 major metro markets.
* Synchronized service availability dates with major clients, and fine-tuned mar
keting and sales focus in 12 key national markets, establishing above concentrat
ion maps, and execution times.
* Ensured account utilization and revenue growth, designing online and paper con
tracting infrastructure for direct sales and resellers; included account perform
ance tracking software.

ANTRIM, Plano, Texas * 1998 - 2000

$16M Subsidiary of Sunquest focused on laboratory information technologies for h
ospitals and commercial reference labs.
Division President
Developed and led strategic plans to improve all aspects of business ranging fro
m R&D, finance, and accounting to sales, marketing, and HR. Oversaw 225-customer
base, and 145 FTEs.
Major Contributions:
* Stabilized disjointed business, preserved business value, and eliminated all l
egal liability exposure to parent company, establishing performance- and service
-based team culture.
* Boosted sales 15% year-over-year while navigating complex Y2K and division int
egration issues.
* Amplified business prospects, designing comprehensive ecommerce business plan,
and ASP delivery model alternative for both Sunquest and Antrim products.
Key Projects:
* Integrated Antrim and all of its products into Sunquest while retaining all ke
y staff, and 90% of customer base and revenues.
* Restored Y2K project to on-time status, completing conversion within strict ti
me constraints.

ORCA MEDICAL SYSTEMS, Bothel, Washington * 1996 - 1997

Venture capital funded start-up developer of clinical medical records applicatio
ns for hospital emergency rooms.
Chief Executive Officer
Developed and directed strategic plans to optimize business, establish industry
reputation, enhance operations, and achieve profitability. Led research and defi
nition of product requirements. Managed software releases. Directed development
of industry standard methods. Supervised installations. Oversaw 38 FTEs includin
g National Direct Sales team.
Major Contributions:
* Turned around struggling start-up, revamping product development function; suc
cessfully sold solvent company to SpaceLabs in 1997.
* Strengthened company reputation, forging relationships with high-profile devel
opment partners such as Duke University Medical Center, and Overlake Hospital.
* Launched and expanded industry awareness of solution, expertly capitalizing on
customer testimonials in publications, trade shows, and sales presentations.
Key Projects:
* Raised two rounds of venture capital totaling $5M, designing and presenting ro
bust business plan and vision to prospective investors.
* Coordinated commercial development and GA releases of three modules covering m
edical records, patient discharges, and ER operations management; applications u
sed to date in US hospitals.

EASTSIDE MEDICAL LABORATORIES, Bellevue, Washington * 1993 - 1996

$22M provider of clinical laboratory testing services for physicians, hospitals,
and companies; sold to Lab Corporation of America in 1996.
Chief Executive Officer
Strategized and led expansion of business throughout Northwest US. Administered
all P&L. Oversaw 24x7 clinical testing facility, and 38 regional phlebotomy and
processing centers. Managed 680 physician customers, and 3 regional hospital pat
hology contracts. Managed 230 employees.
Major Contributions:
* Grew revenue 57%, and maintained industry-leading profitability, leading expan
sion into new markets, and sustaining pricing discipline.
* Penetrated new customer segment, and opened new lucrative revenue stream, laun
ching corporate toxicology business; added $3M in new revenue by 2nd year.
* Dominated competition, conducting onsite customer and sales team visits, and c
ultivating firsthand knowledge of customer experiences, needs, and desires.
* Improved organization and operation of daily business, engaging all employees
in management of company; utilized Kaizen techniques to align and empower staff.
Highlights:
* Forecasted and averted potential loss in profitability and growth due to chang
ing market conditions, and new industry regulations.
* Sold business at premium price before market turn while securing favorable pri
ces and terms, and 5-year pathology contracts.
* Maintained less than 2% attrition and average of 9.4 out of 10 on employee sat
isfaction surveys.

SMITHKLINE CLINICAL LABS / ICL, Seattle, Washington * 1985 - 1993

$2 billion provider of clinical laboratory and pathology testing services for ho
spitals, physicians and companies. Purchased by Quest Diagnostics.
President / General Manager
Upgraded P&L performance and expanded market share of regional laboratory operat
ions throughout the Western US.
President/GM -- Northwest division; President - Southern California division
Vice President Operations - ICL Southwest division; General Manager - Severance
Reference Labs
General Manager - Clinical Pathology Labs
Major Contributions
* Turned around pre-tax losses at troubled divisions by applying a four-step man
agement process; one. Adjusted expenses to reflect corporate best practices and
standards 2. Applied Kaizen and Six Sigma to operations and customer service 3.
Implemented sales and distribution infrastructure and focused on recruiting seas
oned aggressive sales team 4. Created strategic and tactical business objectives
that provided mid and long term guidance to the company and management team.
* Integrated two intensely competitive commercial laboratories into a culturally
aligned, operationally efficient $41 million business unit.
* Implemented metrics based management methods that utilized key measurable busi
ness, service and productivity indicators to align management and staff around p
erformance improvement and profitable business growth.
Revenue Growth
* Pre-tax losses in three divisions were reversed resulting in 8-15% pre-tax ear
nings and sustained 12-15% sales growth.
* Integrated two highly competitive regional labs while retaining 92% of the com
bined business base in the first year
* Improved SW division satellite labs sales & revenue performance to align with
divisional performance standards. (from breakeven to 15% pretax)

ADDITIONAL PROFESSIONAL HISTORY

Cruise West, Seattle, Washington * 1993 - 1996 BOARD MEMBER
Brown & Associates Laboratories, Houston, Texas * 1982 -1985 GENERAL MANAGER
Electronucleonics, Inc., Fairfield, New Jersey * 1980 - 1982 TERRITORY SALES MG
R

EDUCATION & PROFESSIONAL DEVELOPMENT

Biochemistry, University of Texas at Arlington, Arlington, Texas
Certified Six Sigma Green Belt * Kaizen Techniques & Methodologies
Member of Health Information & Management Systems Society

Resume