Healthcare Supply Chain Week | Associate Stories


October 11, 2018 by The Resource Group


Q: Good Morning Daniel! Let’s start off by telling our readers a little bit about your professional background.

Daniel: Morning! I started my career working in a front-line patient care job at a dialysis company. During my time there I moved up the ranks and slowly started taking on more responsibility, learning about patient experience, expense management, and leadership. I also had opportunities to serve in clinical integration, education, regulatory compliance, and biomedical technology capacities.  At this time, I didn’t have my degree so I went back to school and found a passion for non-profit work which is how I became a part of a hospital environment and then eventually The Resource Group.

Q: What made you so passionate about non-profit work?

Daniel: As stated earlier, I am a non-traditional student and went back to school to get my degree while I worked full time. I had the privilege of attending a Jesuit university where I was exposed to the concept of being both Mission-oriented and business focused.  Then, when my son was born, he had to be in the NICU at a local non-profit children’s hospital. Although it was a very scary experience for my wife and me, the care and attention we received as a family was incredible. For the first time I saw and felt true Mission alignment and that’s when I knew I wanted to be involved in non-profit work.

Q: How did you become a part of The Resource Group?

Daniel: I ended up working for a few years with the Health System that took care of my son and one day a former associate reached out to me about an opportunity with The Resource Group.  After hearing about the work that The Resource Group was trying to accomplish in supply chain for Mission and Faith-based healthcare I decided I wanted to be a part of a larger movement and joined the organization.

Q: What is a difficult yet rewarding part of your role?

Daniel: Leading change. Healthcare is in a somewhat conflicted spot—somewhere between going away from volume and towards value-based care. However, in some regards healthcare can still be very volume driven, even when everyone knows there must be a shift. This undercurrent can be difficult to navigate at times, but I know the challenges now only means the outcomes in the future will be better. The good thing is I work with a team of people who believe in creating positive changes. Every single person on our team truly believes in what The Resource Group is trying to do. Because of this we work every day to develop relationships with our healthcare leaders to evoke change and make that undercurrent a little less difficult to navigate through.

Q: How do you lead change successfully?

Daniel: My first answer is listening well—I know this is a very ‘Resource Group’ answer, but I truly believe in the motto.   By sitting down, listening, and understanding what our end-users need, we can make sure our strategies are thought through in the context of our end-user’s future goals and intentions.  We operate best when we come alongside our customers to achieve our collective goals together. 

To achieve this, I firmly believe in spending time with our end-users. It is important for us to “walk a mile” in the shoes of our customers.  Sometimes, this means just sitting down with a clinical or operational leader in the facility to chat about how their week is going. Other times, it might be one of our Critical Products Managers sitting in a major surgical case to better understand how a product helps deliver a quality outcome.   The goal is to become an ‘expert’ on the needs of those end users and drive their engagement in our User Directed Strategic Sourcing model. 

Lastly, I personally made it a priority to never have an initial interaction be an ask. Instead whenever I meet a new member of the hospital staff I always get to know them as a person and as a professional and then find ways I can help them out through ‘quick wins’. This establishes rapport and shows our end-users we are here for their needs first. 

Q: From your perspective, why is collaboration between supply chain and healthcare leaders important?

Daniel: The Resource Group has done a really excellent job of elevating supply chain, as we like to say, ‘from the basement to the boardroom’. This is a dramatic shift from traditional supply chain where ideas are being pushed onto healthcare leaders because supply chain is somewhat of an afterthought. In our scenario, The Resource Group is a part of those healthcare leader discussions and are being brought ideas. Already being a part of those collaborative conversations allow us to pre-emptively craft strategies and fill the role of a holistic supply chain solution that improves consistently and implements necessary change effortlessly.