Mark Repic
Toronto,ON
Summary
Business Operations Executive offering 20+ year history of leading strategic and tactical business initiatives. Proven expertise in large-scale business transformation and change management to consistently exceed company objectives. Offering effective communication, team building and coaching skills with commitment to fostering company vision and building professional culture rooted in trust and mutual respect.
Overview
19
19
years of professional experience
Work History
Senior Director, Manufacturer Portfolio Teams/Client Relations
MCKESSON SPECIALITY HEALTH, MCKESSON CANADA
10.2021 - Current
- Currently reporting to the Vice President of PSP and Innovation and leading a team of 4 directors who are responsible for the main manufacturer patient program portfolios at McKesson
- Indirectly responsible for over 250 employees made up of program managers, supervisors, and front line staff
- Responsible for the overall P&L for each portfolio that roles up to my profit and cost centers
- Improved the financial performance of all portfolios by reviewing the statements of work, educating my directors, and asking questions related to price, volume, and performance
- This led to the identification of several opportunities to improve billing controls and eliminate bad costs
- For example, program implemented controls reduced order errors that amounted to approx
- 500K per year
- Key Contributor to the formulation of McKesson's Quebec strategy and key driver of the Accessa partnership
- This partnership with a competitor was important due to the political and reputational advantage it has brought to McKesson and continues to provide
- This highly complex relationship took months to form and has nicely set the stage for McKesson to win in the long run in this market
- Quickly gained confidence and trust with client counterparts due to my transparency and approach to empowering teams to drive solutions
- This approach allowed my teams to move KPIs from a red to green status via their suggested improvements
- This also reduced program turnover
- Used direct feedback from clients and patients to challenge the status quo
- The “outside in” approach allowed me to identify processes that were impacting patient services and creating friction with client and other key stakeholders
- Immediate improvements led to increased enrollments (revenue) from key physician clinics
- Supported the business development team as a SME for PSP by advising on key client pitches and participated in the larger more salient business pitch opportunities
- Continuously use feedback from pitches to improve the value proposition of the PSP business unit
- Educated my directors on the difference between operational planning and strategic planning
- This has led to them having more strategic conversations with clients, deepening their relationships while still being able to plan and execute operational changes throughout the year
- It also motivated a couple of my directors to pursue an MBA and grow
- Ensured each portfolio's director was aligned with fiscal operating priorities and further ensured sub teams actions aligned with the overall priorities geared towards achieving the strategic goals of the division
- Participated in all strategic conversations with all business units in the Biopharma and Provider Solutions Division at McKesson Specialty Health
- This includes both short term and long range planning for the division
- Key contributor on how best to transform and digitize program offerings, setting the stage for the next evolution of patient support programs and how the enterprise addresses gaps in the health care system
- Initiated and is co-leading as a key decision maker a large project impacting how retail pharmacies access and order products from programs
- By eliminating the middle step and leveraging key distribution systems already in place, a more efficient process was established
- This added more capacity back to PSP teams and improved satisfaction with retail pharmacies which led to quirkier therapeutic access for patients
- This was one of the key takeaways from a satisfaction survey in 2022 which saw a 20 point increase the following year
- Made succession planning and performance reviews a priority with my directors
- Communicated expectations and guided them on how best to mentor their teams and sub teams
- Overall impact was the lowest turnover rate in the business unit's history.
Director, Patient Support Services, Specialty Pharmacy Division
BAYSHORE HEALTHCARE, ONTARIO, CANADA
10.2019 - 10.2021
- Responsible for the leadership, performance, and management of the patient support service department within the specialty pharmacy division at Bayshore healthcare
- Leads a department of approximately 275 employees through five different senior managers
- Executed a strategic renewal of the department positioning it for future growth by restructuring and re-organizing key positions
- This has resulted in increased revenue and reduced costs as the department is better aligned and more engaged with the division's direction
- Responsible for the department's P&L, annual budget and forecast which contributes approximately $50 million dollars per year to the division's overall revenue
- In collaboration with the department's senior managers and senior executives, formulated the vision and translated it into annual goals tracked through a departmental scorecard
- Tactics and actions supporting goals were disseminated down through the ranks via individual scorecards
- This has provided greater visibility for senior executives and a more structured bonus for support staff geared towards achieving objectives
- Participates in the RFP process for new business into the department by providing insights, resources, and pricing
- This includes different program models and structures depending on strategic requirements of the client
- Signs of on all SOWs as it relates to the department and support program operations
- Responsible and accountable for all major and complex business process changes within the department
- Mentors, coaches, motivates, and inspires the senior management team by having regular touch points, supporting them on complex business issues and by building trust
- Since the appointment to the Director role, overall employee retention has improved from a 10% turnover rate to just under 3% in as little 6 months
- This was due to implementing employee recognition programs, succession planning, and by slowly working to change the culture by introducing new norms
- Actively works to identify operational risk and implement mitigation strategies to minimize disruptions to the operations of the department
- This is done through a risk management system using the RAMP risk model
- Effectively collaborates with other directors and senior executives in the division constantly working towards improving operations, profitability, and reducing internal friction across the division
- Maintains strong client relationships by meeting with them regularly, listening, and providing them with insights and new innovations slated for implementation within the department
- This has led to the respect, admiration, loyalty, and gratitude of our clients
- Created business proposals and presentations for clients and internal decision makers by presenting meaningful data and information in an impactful way
- This has contributed to the retention of key accounts and acceptance of key internal projects
- Strategically leading the digital transformation of the department by overseeing the procurement of new systems and integrating them into existing programs and across the division driving greater efficiencies
- Responsible for ensuring programs adhere to best practices which include adhering to PIPEDA, GMP, GCP, and applicable Health Canada or provincial health legislation.
Senior Manager Patient Support Service, Specialty Pharmacy Division
BAYSHORE HEALTHCARE, ONTARIO, CANADA
01.2018 - 01.2019
- Responsible for the management and performance of three programs led by two portfolio managers who manage the larger full-service patient support programs in the areas of Oncology, Rheumatology, Neurology, and other rare diseases
- Combined, these programs generate approximately $300 million dollars annually for the division with a total of approximately 130 to 140 employees directly under my purview
- Help managers to formulate their budgets and maintain forecasts for their programs
- Mitigated financial risk by educating managers and helping them implement good financial controls and practices within their programs
- Participates in all program client driven audits and ensures all findings are corrected immediately
- Contributed to the strategic plan of the department by helping to formulate objectives and implementation plan
- Educated and supported the Director in monitoring and controlling program managers by implementing a balanced scorecard
- Support program managers by working with them to develop business plans and client proposals
- Effectively collaborates with other senior departmental heads and other senior managers across the organization to reduce organization friction
- Have inspired half the team to grow by mentoring and encouraging them to take continuing education courses that have improved their skills and prepared them for greater roles within the organization.
Program Manager, Patient Support Services, Specialty Pharmacy Division
BAYSHORE HEALTHCARE, ONTARIO, CANADA
01.2015 - 01.2018
- Responsible for managing all aspects of a complex patient support program for a large international pharmaceutical company comprised of four supervisors, and 52 remote employees
- Strengthened the program by successfully implementing a standardized training program, succession plan, performance management, and by recruiting candidates with the right skill sets who shared the same values and beliefs of the program and organization
- Changed the organizational structure of the program and achieved greater efficiencies through vertical differentiation
- Created and implemented a 3-year strategic plan for the program
- The plan was aligned with client and organizational expectations centered around patient retention and revenue growth
- Gained the trust and admiration of the client within a short amount of time by collaborating in a transparent manner
- This resulted in the organization being awarded the contract for another three years
- Improved financial controls within the program and reduced financial risk to the client by implementing monthly reconciliations, segregating duties, and by establishing standard operating procedures for all aspects of the program
- Prior, there was no standardization which impacted the quality of the data being collected
- Using existing organizational resources, increased financial transaction processing by approximately 900% by creating a sense of dissatisfaction within the team through weekly published production reports.
Operations Manager, Ornge Communications Center
ORNGE TRANSPORT MEDICINE, ONTARIO, CANADA
01.2010 - 01.2014
- Managed a vital 24/7/364 service to more than 10,000 critically ill/injured patients annually in Ontario
- Managed day-to-day call center operations, including stakeholder and customer service, transportation logistics, and human resources for a 12-person unionized team
- Coached, mentored, trained, and scheduled team members
- Developed and implemented staff metrics that helped other managers identify weakest team members
- Drafted businesses cases and proposals to improve the administration and management of the call center
- Introduced policies and procedures to comply with stakeholder expectations and government regulations.
Operational Accounting Specialist
ORNGE TRANSPORT MEDICINE, ONTARIO, CANADA
01.2008 - 01.2010
- Managed all operational accounting functions, including month-end close, reconciliations, financial reporting, variance identification, budget, forecasts, accruals, KPIs, and related areas
- Played a key role in improving cash flow, vendor relations, cost reduction, and increased efficacy through process improvement and strict contract compliance
- This resulted in savings of over a million dollars
- Regularly delivered senior management reports, including an innovative day-over-day KPI summary.
Financial analyst
ORNGE TRANSPORT MEDICINE, ONTARIO, CANADA
01.2006 - 01.2008
- Managed all operational accounting functions, including month-end close, reconciliations, financial reporting, variance identification, budget, forecasts, accruals, KPIs, and related areas
- Played a key role in improving cash flow, vendor relations, cost reduction, and increased efficacy through process improvement and strict contract compliance
- This resulted in savings of over a million dollars
- Regularly delivered senior management reports, including an innovative day-over-day KPI summary.
Accounting Assistant
ORNGE TRANSPORT MEDICINE, ONTARIO, CANADA
01.2005 - 01.2006
- Managed all operational accounting functions, including month-end close, reconciliations, financial reporting, variance identification, budget, forecasts, accruals, KPIs, and related areas
- Played a key role in improving cash flow, vendor relations, cost reduction, and increased efficacy through process improvement and strict contract compliance
- This resulted in savings of over a million dollars
- Regularly delivered senior management reports, including an innovative day-over-day KPI summary.
Education
MBA - Business Administration
Queen's University
Kingston, ON01.2021
BBA - Business Administration
Yorkville University
Moncton, NB01.2018
Practical Management Strategies Certificate - Human Resource Management
George Brown College
Toronto, ON05.2008
3 Year Accounting Diploma - Accounting
George Brown College
Toronto, ON05.2003
Skills
- Core Values Management
- Key Performance Indicators
- Collaborative Leadership
- Culture Transformation
- Team Building and Motivation
- Data Analytics
- Policy Development
- Stakeholder Relations
- Operations Management
- Business Development
- Budget Management
- Fiscal Management
- Customer Service
- Revenue Forecasting
- Project Planning
- Problem-Solving
- Interpersonal Skills
- Teamwork and Collaboration
- Analytical Skills
- Team Leadership
- Decision-Making
- Problem-solving aptitude
- Strategic Planning
- Program Management
- Negotiation
- Creativity and Innovation
- Business Administration
Languages
English
Full Professional
Timeline
Senior Director, Manufacturer Portfolio Teams/Client Relations
MCKESSON SPECIALITY HEALTH, MCKESSON CANADA
10.2021 - Current
Director, Patient Support Services, Specialty Pharmacy Division
BAYSHORE HEALTHCARE, ONTARIO, CANADA
10.2019 - 10.2021
Senior Manager Patient Support Service, Specialty Pharmacy Division
BAYSHORE HEALTHCARE, ONTARIO, CANADA
01.2018 - 01.2019
Program Manager, Patient Support Services, Specialty Pharmacy Division
BAYSHORE HEALTHCARE, ONTARIO, CANADA
01.2015 - 01.2018
Operations Manager, Ornge Communications Center
ORNGE TRANSPORT MEDICINE, ONTARIO, CANADA
01.2010 - 01.2014
Operational Accounting Specialist
ORNGE TRANSPORT MEDICINE, ONTARIO, CANADA
01.2008 - 01.2010
Financial analyst
ORNGE TRANSPORT MEDICINE, ONTARIO, CANADA
01.2006 - 01.2008
Accounting Assistant
ORNGE TRANSPORT MEDICINE, ONTARIO, CANADA
01.2005 - 01.2006
MBA - Business Administration
Queen's University
BBA - Business Administration
Yorkville University
Practical Management Strategies Certificate - Human Resource Management
George Brown College
3 Year Accounting Diploma - Accounting
George Brown College
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