Executive Resume
Brad Nelson
4885 Ketchum Court Granite Bay, CA 95746
Phone: (916) 300-9803 Email: bradgnelson@yahoo.com
Leadership Profile
Senior Executive Leadership, Program Development, Strategic Planning, Market Penetration, Team
Building, Financial Metrics and Models, Startups/Turnarounds, Change Management, Customer Satisfaction
Outstanding senior leadership and a documented track record of performance in driving revenue and market share in
the pharmaceutical and healthcare products industries. Expertise in developing strategic marketing plans,
identifying new target market opportunities, developing/managing regional sales teams, establishing financial
metrics and models, and managing mergers/acquisitions. Proven ability to manage costs, drive revenue growth and
generate profits in highly competitive startup, turnaround, and high-growth environments. Proven record of
achievement in directing distribution operations, developing facilities, and managing processes to meet profitability
objectives. In-depth experience includes innovative, visionary leadership, excellent insight into key industry
opportunities and challenges, and superior negotiating skills. Known for ability to optimize profits by catapulting
sales and slashing expenses. An exceptional motivator and team builder capable of maximizing the performance of
personnel at all levels.
Designed growth strategies from multiple disciplines to increase one company’s business from $350 million to
$1 billion with very little market presence, as illustrated in the following graph:
Revenue Increases
$1,000
$900
$800
Millions
$700
$600
$500
$400
$300
$200
$100
$Year 1
Year 2
Year 3
Year 4
Year 5
Professional Experience
Independent Consultant
Granite Bay, California
Project Initiatives Focus on Business Development
2004 to present

Advise companies on research and analytics, people leadership, project management, client sales and
relationship management.

Served as interim president to an established accounting firm developed strategy to increase revenue growth and
expand services through new client relationships.

Directed teams and senior management for a number of start-up and growing companies; helped develop
strategic growth directives; business plans and identified process improvements.

Led a consortium of corporate executives: provided business development leadership regarding franchise
investment opportunities; developed business model to acquire and operate franchisees implement centralized
HR policy and handbook.
Brad Nelson
Page 2
AmerisourceBergen Corporation
Valley Forge, Pennsylvania
Vice President, Health Systems
2002 to 2003
Provided leadership for the health systems of this Fortune 20 company with revenues of $54 billion during the
industry’s largest merger. The company provides pharmaceutical and other healthcare-related products to thousands
of hospitals, pharmacies, and other related services throughout the United States. Carried responsibility for ten
states covering the western region. The merger spring-boarded an aggressive consolidation plan, beginning with the
integration of sales and business development. Initiated a cross-selling program that included pharmacy dispensing
automation, pharmaceutical packaging systems, and pharmaceutical supply business.

Conducted a complete evaluation of the region’s sales team and a re-hire process that included every sales
associate—the idea of being “re-hired” served as a vote of confidence and boosted morale. Completed selection
process for new sales team training and deployed new sales strategies within six months.

Led an initiative providing the technology and proprietary packaging to support a multi-hospital system patient
safety initiative that included bedside scanning of patient-dispensed medications to eliminate errors.
Coordinated the first alpha site, one of the 25 hospital acute care locations to implement this technology.

Championed a new RFP process that resulted in a multi-year contract worth $75 million in revenue for
pharmaceutical dispensing automation pharmaceutical packaging systems and pharmaceutical supply business.
Served as lead contact in the process, organizing large teams of people with different disciplines and companies
that participated in the RFP process.

Directed negotiations that resulted in securing five-year contract extension for a major hospital system customer
valued at over $125 million in revenue.
Regional Vice President, Western Region
1998 to 2002
Led the company’s first major market expansion to the West Coast; drove strategic business development plans to
penetrate new markets, expand customer base, and drive revenues from existing customers through cross-sell of
pharmacy dispensing automation, packaging systems, and supplies. Carried full P&L responsibility for four
distribution centers; set up the regional office and hired lead management team. Key participant in the integration of
the industry’s largest merger of two national distributors—served on the integration team during the due diligence
process and contributed input for the development of new structures and policies for the newly-merged company.

Implemented specific growth strategies from multiple disciplines to increase business from $350 million to
$1 billion with very little market presence.

Spearheaded the opening of a new state-of-the-art distribution center in Southern California in a record three
months that achieved record-breaking financial results and was profitable within six months of being opened.

Oversaw landmark customer deals generating more than $200 million in revenue while implementing new
regional sales and business operations structure.

Led the company with the first region to centralize key accounting reporting functions that resulted in cost
savings of more than $100,000. Reduced delivery costs by more than $200,000 annually.
Vice President, General Manager
1996 to 1998
Selected to lead the Sacramento distribution center—it was the company’s first distribution center in California to
open with virtually no revenue. Led the implementation of various warehouse technologies with RF (radio
frequency) scanning systems in the company’s first distribution center to install and test these technology platforms.
This location was frequently called upon to test various programs and technology. Implemented strategic sales plan
to penetrate new markets that resulted in exceptional performance, achieving or exceeding revenue goals and
benchmarks each year. Revamped operations; implemented staff changes and management policies/procedures for
more effective performance. Improved the quality of service relationships with customers and boosted financial
performance by developing sound processes and strategies.
Brad Nelson
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
Implemented CRM system that automated customer call tracking; call volume increased by 40 percent with
greatly improved overall total quality management in customer follow-ups.

Developed key sales strategies to drive revenues, consistently achieving sales goals each year. Grew revenues
to $200 million within two years; key player in landing a five-year contract worth $100 million in revenues.

Received several performance awards for highest return on committed capital, lowest days sales outstanding in
A/R collections, highest increase in operating income, and lowest operating expense as percent to revenues.
Vice President, Health Systems
1991 to 1996
Provided leadership in sales strategies to drive business in hospitals and integrated health networks. Led expansion
into the Western U.S. market; exceeded revenue goals consecutively each year by adding over $250 million in
revenue. Implemented strategies to sell in multiple disciplines of technology, pharmaceutical packaging, and
streamlining the customer order process through just-in-time (JIT) management of inventory processes, resulting in
customer base growth and expansion into new markets. Key player in the opening of a new distribution center in
Portland, Oregon, to expand market share in the West.

Led the integration of a new $100 million government contract, with the addition of new customers in seven
western states. Successfully converted over 100 new customers in a three-month period.

Built a “hospital-only” sales team and customer service department to service customers, resulting in $250
million in hospital sales.
Director Health Systems
1988 to 1991
Directed a regional sales team focused on distribution of pharmaceuticals, pharmaceutical packaging, and
technology services to hospital acute care facilities and clinic pharmacies throughout the Midwest. Spearheaded the
first software technology ordering platform for customers.

Implemented sales strategies to market, sell, and install software to streamline and automate the ordering
process. Successfully installed this technology for more than 200 customers.

Successfully negotiated numerous contracts with hospital pharmacy customers that resulted in revenue growth
of 40 percent in one year.
Education/Professional Development

BS Economics, University of San Francisco

Villanova University—executive management, strategic selling, advanced development courses as required in
distribution management and logistics.

Dale Carnegie Institute—communications and negotiations.
Honors and Awards

Division/Region performance for highest return on committed capital.

Division/Region performance for highest increase in operating income.

Division/Region performance for lowest day sales outstanding of 12 days.
Key Accomplishment Summary
Brad Nelson
Catapulted Revenues in the Company’s First Start-Up Region
Situation:
The company had just survived a merger attempt by the second-largest competitor in the industry, in a bid to jump
into first place. During the lengthy merger attempt, this competitor had won away some key contracts and attempted
to cripple the company’s ability to operate on its own and be a competitor. When the SEC ruled against the merger,
the company immediately implemented its post-merger recovery plan that had been held in reserve. One of the
major challenges was the startup of a new region in a short time. New locations were set up in California, Oregon
and Idaho. A new location housing the region office was established in Sacramento, California. Of the three
locations, only Idaho had a market presence. The other two locations were started from the ground up, so it was
essential to implement a comprehensive plan to quickly build a strong infrastructure for these distribution centers, to
meet customer needs, and to foster revenue growth at this critical point.
Action Plan:

Built a strong “lead team” using hands-on leadership and involvement to develop team strategies, become
completely familiar with day-to-day operations, and earn the respect of subordinates. Established policies,
procedures, and lines of communication to streamline processes.

Set up open communications with team members; individually familiarized each with financial planning
processes and set performance measures. This was critical, as none of the new lead team members understood
the company or the industry as a whole.

Conducted weekly conference calls and planning/strategy meetings to continually evaluate progress.

Kept team engaged and motivated by using the “re-hire” option that motivated every sales associate to do what
he or she could to “stand out.”

Directed the finance department setup, including A/R, credit, collections, payroll, monthly/quarterly financial
reporting, and yearly budget planning. After establishing financial structure, hired a full-time controller.

Key player in corporate sales reorganization to better serve the market. Set up three sales segments: retail,
hospital, and alternate care. Each segment could then focus on key strategies for each market that would allow
growth in the highly competitive environment.

Implemented a sophisticated sales reporting system that resided on the sales reps’ laptops, allowing them to
track customer performance in revenues and other key metrics on demand. This streamlined process allowed
the implementation of a company-wide pay-for-performance compensation model for the sales force.

Built relationships with in-house corporate departments for finance, sales, and operations support. Became the
first region to take on corporate-led projects to centralize support functions for payroll, A/P, and centralized
financial reporting.
Results:
This team was completed and staffed in a record six months and delivered market-leading performances in all
pharmaceutical distribution businesses. An aggressive plan of sound strategies was executed flawlessly, resulting in
high quality of service, customer relationships, and cost structures. Financial performance was delivered year-overyear by meeting or exceeding budget plans; revenues jumped from $350 million to $1 billion. Established a national
presence and the proven ability to provide a high level of service to a broad range of customers, therefore expanding
the opportunity to target other national customers.
Key Accomplishment Summary
Brad Nelson
Built Profitable New State-of-the-Art Distribution Center
Situation:
The company decided to design and build a state-of-art distribution center in Southern California as part of its
expansion plan. Being the newest player in the market, timing was critical to open the distribution center to meet
potential customer contract deadlines. Sales coverage was minimal and a sales team had to be recruited and trained.
Projected profitability for this facility was 6 to 12 months of initiation. This would be a “ground up” project, so a
building would need to be located, leases negotiated, and teams organized to complete the build-out and the
establishment of an infrastructure that would support projected sales levels.
Action Plan:

Conducted lease negotiations with excellent lease terms and lower rent base for the first five years.

In concert with operations team, built an aggressive plan with contractors and engineers for the internal buildout that dramatically shortened the build-out schedule and resulted in key design and layout improvements to
meet potential service needs.

Coordinated regular reviews with operations, contractors, and financial team to monitor progress and stay on
track with budget.

Organized bid process with outside delivery carriers to serve local market area. Negotiated overall
improvement in delivery times and service and secured a statewide reduction in delivery costs for the other
distribution center by switching some deliveries to the new provider.

Recruited key management team to oversee day-to-day operations. Oversaw staffing process for more than 50
associates and built a training team of seasoned individuals to train new-hires.

Implemented sales strategies prior to going live that resulted in key customer contract awards of $50 million.
Results:
As a result of a clear plan and well-managed execution, the distribution center opened ahead of schedule and on
budget. This process normally takes from 6 to 12 months; the facility was online in three months. It was profitable
within six months of opening, becoming a “flagship” center for the company. Financial performance was the
strongest of any new start-up distribution centers in the company, delivering solid revenue growth of $350 million in
three years with no previous market presence. Met or exceeded financial benchmarks; received annual performance
awards in operating expenses, operating income, and return on committed capital in a record 12 months.
Key Accomplishment Summary
Brad Nelson
Turned Around Underperforming Division
Situation:
The company had opened a distribution center to penetrate a new market in the western region. Despite the area’s
great market potential, the facility was underperforming. Sales and business development leadership was weak and
a strategic focus on an aggressive sales plan was lacking. Customer service and distribution operations were
functional but lacked focus and objectives. As a result the financial performance was not meeting the company
benchmarks. Days sales outstanding was over 20 days which was far below the benchmark.
Action Plan:

Traveled to the location to meet with the management team; initiated regular meetings to discuss daily business
issues, develop action items, and identify individuals responsible for delivering results and accountability.

Introduce a “hands on” management style to bolster manpower and set an example for other management team
members. It was crucial visible and approachable for everyone to engage in the process.

Worked with team to develop an aggressive sales plan to drive revenues. Implemented goals for all sales team
members to effectively motivate and measure performance and established action plans for reaching established
goals.

Initiated regular sales meetings to monitor progress and provide training where needed.

Tightened up accounts receivable collection processes—implemented stricter enforcement of customer
agreements and payment terms and held customers to committed volumes performance.

Implemented a CRM system to automate customer call tracking that greatly improved overall total quality
management of customer follow up. The automation process allowed service reps to more effectively process
customer requests and increase call volume by 40 percent.

Introduced radio frequency scanning of customer orders to eliminate order picking errors. Although these
errors were not that high to begin with, the fact that it involved expensive and, in some cases, life-saving
medications, it was essential to assure 100 percent accuracy.
Results:
Within two years, this distribution center turned around financially and exceeded budget plan each year. Revenues
catapulted from $10 million to more than $200 million. This team executed on a sound plan that resulted in a high
quality of customer service, strong customer relationships, and year-after-year solid financial performance. “Days
sales outstanding” was reduced to 12 days.