Proven results driven and goal oriented executive with over 25 years of experience leading and managing operational growth and change in healthcare supply chain domain with a deep focus on the PBM/Mail Service Pharmacy space. Extensive history of outstanding performance and increased responsibility as a senior member of highly successful operational teams. Acknowledged for
Proven results driven and goal oriented executive with over 25 years of experience leading and managing operational growth and change in healthcare supply chain domain with a deep focus on the PBM/Mail Service Pharmacy space. Extensive history of outstanding performance and increased responsibility as a senior member of highly successful operational teams. Acknowledged for the ability to manage complex operations, formulate effective strategies, lead large projects, control costs, optimize operational efficiencies, exceed service and quality goals and motivate and inspire both small teams and large groups of diverse personnel in a highly regulated and demanding customer environment.
Quality Service Initiatives
Budgets and Forecasts
Scalable Business Growth
Vendor Strategies & Negotiations
Senior Vice-President PBM Strategic Operations and Services @ Responsible for Operational Strategy and Excellence across several PBM Business Units to include Mail and Clinical, Specialty, Customer Care, and Government Services Operations. Additionally provide Shared Services resources to these business units in various areas including Workforce Management, Operations Technology, Engineering, Logistics, Customer Experience, Capital Planning, Vendor Management, Quality, Footprint, Process Improvement, Portfolio Management, Client Operations and Revenue Generation support. From June 2015 to Present (7 months) Senior Vice President Mail Operations and Supply Chain @ Responsible for PBM Mail Dispensing Operations and Operational Excellence Portfolio Management and Delivery to improve quality, service and cost across PBM Operational Business Units including Mail and Clinical Operations, Specialty, Customer Care and Government Services. From June 2013 to June 2015 (2 years 1 month) Senior Vice-President Order Processing/ SVP Clinical Support and Dispensing Operations @ Provide operational leadership and strategy for over 5000 employees across 16 locations and work at home populations managing an annual budget of $750MM. Responsible for attaining key performance metrics, anticipating and responding to changes in a dynamic business environment, overseeing a variety of operational and strategic initiatives contributing to growth and profitability. Oversight for the accurate entry and dispensing of over 100MM prescriptions annually plus the dispensing of 1MM prescriptions through the Specialty Division.
Operational lead partnering with McKinsey consultants on three major strategic projects (Express Scripts/Medco Integration, Footprint Strategy and Scaling for Growth), spanning across all of Medco’s operations (15,000 plus employees). Executive Lead for the Order Processing area for an enterprise-wide Business Process Redesign IT Project (Medco 2.0). Responsible for leading a Space Creation effort that utilized Outsource partners (both domestic and offshore) and work at home initiatives to avoid additional brick and mortar costs. Executive operational lead for the team responsible for the groundbreaking and start-up of a 450,000 square foot automated dispensing pharmacy in Indianapolis.
Operational initiatives from the Scaling for Growth initiative are delivering greater than $100MM in annualized savings and well exceeding initial target goals.
Partnered with Professional Practice, IT and Regulatory Departments to drive changes allowing certain departments to move to work at home and domestic or offshore outsource vendors providing both cost avoidance and cost savings.
Effectively led the strategic planning team responsible for ensuring the appropriate footprint and headcount was available to meet objectives regardless of business gain/loss. From February 2010 to June 2012 (2 years 5 months) Vice President National Service Centers @ Organizational realignment created this position to manage al back-end dispensing pharmacies and to focus greater attention on the departments that provide Clinical Support in our Front-End Pharmacies. Position responsible for 4200 employees across all front and back-end operational pharmacies.
In addition to day-to-day operational management and oversight, responsible for leading a Cross Functional Lean Kaizen team to identify initiatives that resulted in an IT driven capital project that is delivering $15MM in annualized savings. Reorganized the front-end pharmacy non-clinical area management teams into 10 business segments and introduced horizontal integration without additional headcount. Each segment has an organizational leadership structure that provides more detailed management, measurement and accountability while significantly reducing duplication of effort, quickly recognizing trends and changes to the business and providing scheduled forums for collaboration and communication across sites.
49 IT enhancements related to the Order Processing Lean Kaizen capital project were introduced and delivered $15MM in annualized savings.
Led the delivery of several member advocacy initiatives which significantly improved the member experience in addition to providing cost savings (e.g. eligibility hierarchy, back-end stop process, e-prescribing bundling).
Dispensing contract negotiations and contingencies – attained four separate and favorable successor contracts with unions in the same calendar year in our dispensing sites without any significant issues while also negotiating appropriate separation for the future. Existing contract expiration dates in close proximity mandated detailed contingency plans. From February 2008 to January 2010 (2 years) Vice President / General Manager / VP Operations @ Senior site level position responsible for achieving all site level metrics in quality, cost, service, safety, client and patient satisfaction, turnover and employee survey goals, contract negotiations, etc.
Progressive responsibility for leading single and multiple sites and corresponding projects throughout this 13 year period ranging from initially managing 300 employees in one site up to leading 2300 across multiple locations.
Operational Project Lead for the platform reconfiguration needed to evolve processes from paper based to image based workflows. This enhancement saved $4MM annually and set the foundation to support the roll out of our strategic Therapeutic Resource Center strategy.
Successfully exceeded all goals in three separate turnaround assignments each time taking on an additional site with significant client and regulatory risks attached.
Led consolidation projects to separate front-end, back-end and customer service departments/ operations into different entities within these sites.
Successfully led consolidation projects to close three separate pharmacy operation locations in 1999, 2003 and 2005.
Led an IT conversion project requiring an 11 week full conversion and retraining of all employees. From April 1995 to January 2008 (12 years 10 months)
Bachelor of Science Pharmacy @ Massachusetts College of Pharmacy and Health Sciences From 1981 to 1986 Joe Frendo is skilled in: Managed Care, Pharmacy Benefit Management, Pharmacy Automation, Healthcare, Pharmacy, Process Improvement, Cross-functional Team Leadership, Six Sigma, Medicare Part D, Operations Management, Strategic Planning, Forecasting, Management, Outsourcing, Pharmacists
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