Download Interim Executive and Senior Advisor

Executive Resume
Adam A. Boris
29W245 Oak Knoll Road, West Chicago, IL 60185
Phone: (312) 848-8338 Email: [email protected]
Expertise
Business Start-up, Growth Acceleration and New Market Penetration, Global Product
Development Strategies, Merger & Acquisition Strategy and Planning, Business Development,
Strategic Partnerships, Business Turnaround, Organizational Design and Team Building
Leadership Profile
Visionary leader and operating executive with a proven ability to develop and launch new products, provide
corporate governance, and leverage innovative technology to improve performance and enhance the customer
experience. A master of building strong cross-functional teams to improve processes and deliver results while
inspiring a highly-educated professional staff and building a values-based, high-performance culture. Possesses a
deep background in current healthcare software ecosystems. Gifted at strategic marketing, business development,
margin accountability, contract negotiation, business analysis, and organizational design in Blue Chip companies
and high-growth startups with access to a strong executive network. Creative, resourceful executive with expertise in
scaling operations by 170% in less than 2 years, as exemplified in the following infographic:
Professional Experience
Norwegian American Hospital, Chicago, IL
Board of Trustee
2012 to Present
In recognition of expertise in both healthcare and information technology, was elected to the Board of Trustees of
this 250-bed community hospital on Chicago’s west side, providing ongoing IT governance and serving on the
Executive, Quality and Strategy Committees.
ICNet Systems, Inc., Chicago, IL
Chief Executive Officer
2011 to 2016
Accountable for the market penetration strategy, sales plan, operations management and customer support.
Additionally, charged with accelerating and focusing product development to ensure ICNet’s software remains bestin-class globally.
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Grew North American footprint from one pilot hospital to 14 under contract in the first year, attaining an 8%
mindshare in the KLAS report in a very competitive market. With over $4.9M in 5-year contracts booked, ICNet
now has a sales pipeline of over $16M in North America.
Achieved the number one ranking in the KLAS report in the second year by driving global product strategies and
managing an aggressive public relations campaign while establishing a culture focused on exceptional customer
service.
Served as evangelist and thought leader for Patient Safety, having been invited to speak on several KOL / expert
panels focused on patient safety and healthcare technology innovation, as well as sponsoring events and
building a prominent Clinical and Executive Advisory Board.
Crafted the company PR strategy for North America, ensuring visibility in the relevant trade and mainstream
media, with news coverage by the Wall Street Journal and a CBS News story on the value of ICNet during flu
outbreaks.
Rapidly built distribution and sales partnerships, generating leads and closing business at several prominent
hospitals. Executed national distribution agreements with two public companies in US and Canada, and brought
two blue-chip NYSE strategic acquisition partners to the table that have made offers to acquire the global entity.
Developed growth-equity capital partnerships and led due diligence in North America.
Success by Design, Chicago, IL
Interim Executive and Senior Advisor
2009 to 2010
Built a strategy, business development, M&A and financing consulting practice which entailed defining the market,
developing new business, and leading successful client engagements for several companies, including holding
interim executive roles.
 As interim CEO of nanotechnology diagnostics startup BioTarget: Researched and developed the business
model, hired key management members and top-tier medical advisory board, developed branding and
positioning, created investor presentations and led the financing strategy. Developed the IP strategy and filed
core patents and trademarks.
 As COO of an SFDA-approved surgical supply company in China, Amplify Surgical: Developed 30-day, 90-day
and 1 year tactical operations plan and product launch plan, drove factory quality and performance audit,
performed financial review and profitability analyses, hired investment banking firm, refined company
presentations, led product demonstrations and company sales pitch for investors and strategic partners, and
reviewed the IP strategy.
 As Enterprise Solutions Consultant for a global infection diagnostics company, BioMerieux: Relaunched
innovative suite of hospital / lab software to allow comprehensive infection outbreak detection, agency
reporting and case management. Orchestrated extensive market and competitive research and reformulated
marketing plan, pricing and targeting for sales activity. Created a new marketing brochure and presentation,
directly addressing the ROI and value proposition for key stakeholders and hospital executives. Validated new
strategies during pilot sales calls at key accounts.
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As Interim SVP Operations for a high-growth technology firm: Forged international expansion plan, directed
customer service and operations organizations, negotiated strategic outsourcing agreements, led customer and
regulatory presentations.
As Affiliate / Director of Chicago-based boutique investment banking firm, Cogentic: Crafted investor
presentations, PPMs and executive summaries for startup financial, private equity acquisitions, and intellectual
property sales.
TLeMaz, Dallas, Tx
Chief Operating Officer
2007 to 2008
Drove operations for growing communication services company, including market assessment, financial models and
accounting, organization design and critical hiring plan, operations growth, product sourcing, and distribution
channels. Oversaw strategic merger options and sale of the company.
 Prepared company for scale in 3000 retail locations.
 Redesigned supply chain resulting in savings of over 50% in logistics costs.
 Overhauled accounting function resulting in improved operations visibility, margin improvement, and a
favorable 3rd party audit opinion.
DBS Communications, Schaumberg, IL
Senior Vice President of Operations
2003 to 2005
Developed the operations functions and key strategic business relationships for a leading $60M Virtual Network
Operator.
 Launched 30 major markets in 60 days in support of a national sales rollout.
 Achieved 94% satisfaction rating for one-call resolution serving 3000 retailers and 100K customers.
 Supported a 170% growth in annual revenue run rate from $22M to $60M and an organizational growth from
50 to 200 in less than two years.
 Reduced cumulative operating expenses $775K in 14 months and Telecom expenses over 50%
Consultant, West Chicago, IL
2002 to 2003
Provided strategy, operations, and product development consulting for several technology companies.
 For DBS Communications, developed a business impact analysis of Smart Card (GSM SIM) technology on
activation and usage tracking.
 For U.S. Robotics, created global market forecasts for alternative wireless data, WiFi and broadband 3G
technologies and market entry recommendations for wireless modem products.
SyberSay Communications, San Jose, CA
Executive Vice President
2002
Executed an aggressive turnaround of a wired and wireless communications startup.
 Completed Bluetooth headset product design and pre-production within three months.
First International Digital, Schaumberg, IL
Vice President of Engineering
2000 to 2001
Directed all product development efforts, in this Motorola-spin-off firm marketing advanced MP3 players.
 Achieved company’s first profitable year, reaching annual revenue of $10M
 Executed an emergency product recovery plan in advance of a premier product’s international introduction.
 Saved a key retail sales relationship with Best Buy through the establishment of a revolutionary quality test
program.
Ameritech Cellular Services, Hoffman Estates, IL
General Manager, Technology Planner
1997 to 2000
Drove product and feature development, strategic business planning, contract negotiation, network design and
rollout of digital cellular services at this rapidly-growing $2.5B regional wireless carrier.
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Achieved the first-ever integrated business planning for the company.
Improved EBITDA 10% in one year, saving $80M in recurring operating expenses.
Saved over $10M in avoided repair and return expense by inventing a standard process for field testing new
equipment.
Director, Advanced Cellular Technology
1994 to 1997
Lead technology strategy for the company, including regulatory compliance, capital and project planning, and lab
and field testing. Accelerated time to market and market acceptance of new digital technology by establishing a
new high-quality voice codec as the de facto standard. Led network design and contract negotiations for one of the
most successful product launches in telecommunications, winning the Edison Award in the process.
Director of RF Planning
1993 to 1994
Responsible for the improvement of quality and regional engineering practices, winning the J.D. Power Award for
network quality and for overall customer satisfaction.
Director of Network Implementation
1992 to 1993
Directeed network design and construction for MobileVision, and Ameritech joine venture for vehicle-location
services.
Motorola, Inc., Arlington Heights, IL
1989 to 1992
Led the design of a (GSM) cellular system for Pan-European PCS Networks
Northrop Corp., Rolling Meadows, IL
1983 to 1989
Education
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JL Kellogg Graduate School of Management, Northwestern University
1998 MBA
University of Illinois, Champaign-Urbana
1985 Master of Science
University of Illinois, Champaign-Urbana
1983 BS Engineering
Professional Affiliations
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Member, National Association of Corporate Directors (NACD)
Member, Regent Advisory Board and Awards Committee for the Chicago Healthcare Executives
Forum (CHEF)
American College of Healthcare Executives (ACHE) CEO Circle
Society of Information Management (SIM)
Institute of Electrical and Electronic Engineers (IEEE)
Association of Professionals in Infection Control and Epidemiology (APIC)
American Society of Microbiology (ASM)
Illinois Hospital Association
American Hospital Association
Union League Club of Chicago
Publications and Speaking Engagements
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Adam A. Boris, “A Revenue Leak Soon Turns to Flood: How Payment Penalties for High Infection
Rates Could Drain Hospital Finances.” Becker’s Hospital Review, March 15, 2013.
Adam A. Boris, “How many more have to die before regulators take action on legionnaires’
disease?” Becker’s Hospital Review, September 18, 2015.
Adam A. Boris, Top Trends in Health IT and Other Healthcare-Related Technologies, Tenth Annual
Healthcare and Life Sciences Private Equity & Finance Conference, Chicago, IL, February 26, 2013.
Adam A. Boris, New Ideas for Infection Control & Safety, Fourth Annual Becker’s Hospital Review
Conference, Chicago, IL, May 11, 2013
Key Accomplishments ___________________________
Market Penetration, Healthcare Software Company
Situation:
A 10-year old UK-based clinical decision support (CDS) software company was struggling to enter the US market
through a distribution partnership with a major diagnosis company. After four years of dumping cash into their
marketing and sales efforts, they had managed to produce only one customer in North America – a customer who was
using the software at a promotional software licensing price even though this same software was in use globally in
1000 hospitals. To remain the world’s best-in-class CDS software, accelerated and focused product development was
needed, and this effort could only be supported through a significant increase in sales.
Action Plan:
1. Committed to a U.S. presence, establishing corporate offices and staff to handle everything from accounting and
HIPPA security policies to installations, training and customer support.
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Developed sophisticated pricing model with facility-specific ROI calculations. Market and competitive analyses
showed an ability to raise pricing 2-3x the company’s historic benchmark.
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Drove aggressive strategic distribution strategy, signing deals with large healthcare companies in the US and
Canada. Developed growth-equity capital partnerships and led due diligence in North America.
4.
Ranked number one in the KLAS (customer survey) report by our second year by generating a culture focused on
exceptional customer service.
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Crafted company’s North American PR strategy, earning coverage by the Wall Street Journal and CBS News.
Wrote prominent articles for industry publications and spoke on several key opinion leader/expert panels.
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Launched initial social media and online advertising campaign to drive business, create awareness and facilitate
interaction with the Infection Prevention, Patient Safety and Antimicrobial Pharmacist communities.
Results:
During a period of increased competition, the company’s North American customer base grew dramatically, while
its international customers grew to over 1200 hospitals. It additionally outperformed the market average on every
performance area charted by KLAS, including service and support, implementation and training, sales and
contracting, and functionality and upgrades. These strategic initiatives culminated in a competitive bid to acquire
the company, with Baxter International coming away the winner. The sale was made at attractive multiples of the
company’s current revenues.
Key Accomplishments ___________________________
Hospital Foundation Board Turnaround – The Power Of Community
Situation:
A hospital foundation had been unproductive for several years, neither producing any appreciable new funding nor
attracting any new donors. Upon researching the bylaws and holding the Foundation accountable for its performance,
Mr. Boris, as a Board of Trustee for the hospital, lead a motion to purge the Foundation and dismiss all of its Trustees.
Action Plan:
1. Created a new mission and vision around “The Power Of Community” to focus the Foundation’s efforts and build
community awareness of the services offered.
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Hired a new Executive Director and staff, and rebuilt the Board to 12 members all within the first nine months.
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Focused the Foundation’s operations on providing vital medical care for the children in the community through
its Care-A-Van mobile clinical services program.
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Developed several key donor relationships and applied for grants from over a dozen foundations and corporate
philanthropy offices.
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Travelled to Washington DC to meet with Illinois Senators and Congressmen and to promote the policy agenda
of the Illinois Hospital Association at the American Hospital Association’s annual meeting.
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Worked with the hospital board and management to promote a culture of quality throughout hospital operations.
Results:
The new Board obtained over $1.3M in new funding commitments in the first year, allowing the Foundation to
expand the Care-A-Van program by launching a new Dental Van for children, providing services onsite at Chicago
Public Schools for thousands of children each year. Within two years, the hospital had improved three letter grades
in Leapfrog quality score, resulting in national recognition in the media, even as the Power of Community message
was having a considerable impact on Chicago. This was followed by the most successful fundraiser in Foundation
history, garnering over $250K in donations and sponsorships in one evening, while rebuilding relationships with
donors and corporate sponsors. Recently Norwegian American Hospital was recognized by the Kaiser Foundation as
one of the safest hospitals in the State of Illinois.
Key Accomplishments ___________________________
Launch of the First Digital Cellular System in North America
Situation:
Ameritech Cellular had been the first carrier in the world to launch cellular services, and at the time, it was still a
growing ($2.5B) regional wireless carrier serving six Midwestern states with analog voice and data services. But now
the market was filling with competitors. To maintain its position as leader in wireless services, Ameritech would need
to up its game. It set about devising the world’s first digital cellular network, mindful that this could not be 10-years
in development as the analog network had been.
Action Plan:
1. Achieved integrated business planning for the first time, where Sales, Engineering, Marketing, Customer Service
and Finance were sharing common forecasts, due diligence and project priority.
2.
Ensured effective return on investment by formulating a working Net Present Value business model to support
the regional markets with digital transition planning and $350M annual capital deployment.
3.
Accelerated time to market and market acceptance of new digital technology by influencing the Standards body
(CDG) to accept a new high-quality voice codec as the de facto standard for commercial launch.
4.
Led network design and $1B contract negotiations for one of the most successful product launches in
telecommunications by directing technical and customer trials and focus groups to ensure the new technologies
were market-ready.
5.
Improved EBITDA 10% in one year, saving $80M in recurring operating expenses in Engineering and Operations,
by centralizing control of all functions that did not have direct customer impact.
6.
Saved over $10M in avoided repair and return expense by inventing a standard process for field testing new
equipment, and ensuring rigorous customer-focused testing of all cellular devices and accessories.
Results:
Ameritech successfully launched the first commercial digital cellular technology in North America, generating one
of the most rapid adoptions of a new technology in history. Only 18 months after the launch, the two largest markets
in the six-state service area (Chicago and Detroit) were carrying more than 50% of their total traffic on the new
system. As a result of the insights and efforts he demonstrated over the course of the launch, Adam A. Boris was
awarded the Edison Award, honoring innovations and innovators.
Key Accomplishments ___________________________
National Rollout of a Pre-paid Cellular Company
Industry Insights _________________________________
High-Growth Industries Have A Unique Set Of Challenges
Innovations Don’t Happen Overnight.
I’ve seen countless business plans with hockey stick revenue projections for every conceivable type of technology
and service. The ones that actually met those projections were vanishingly few, and those few required a
considerable block of time spent grooming the market for acceptance. Take that into account. You must always
have a healthy respect for the challenges of growing a market, especially when it involves changing purchasing or
consumer behavior.
What Have You Learned Today?
If you hope to create opportunities and improve your chance of success, the most important thing you can do is
become a lifelong learner. Study your market, your industry, and your customers. Appreciate and understand
them, and know that they are in a constant state of change. When you’re entering new markets or industries, do
your homework meticulously and thoroughly. There is no better preparation for leadership. While many have
talent, only the exceptional few have risen to the challenge of lifelong learning. Be one of them.
Rate Your Staying-Power.
One of them most successful technology products, the mobile phone, took decades to become a mainstream
consumer good. Motorola demonstrated the first mobile phone in 1973. By 1997 – almost a quarter century later
– less than 20% of Americans owned a mobile phone. The 50% penetration threshold wasn’t reached until 2000,
and in the intervening years many good companies went under. Plan for the long haul and be disciplined in
thought and execution.
It’s Not Enough to ‘Empower Patients’… Give Them Service!
There is a movement in healthcare to empower patients by giving them more to do: buy equipment, connect it to
Wi-Fi, record their own measurements, use apps to take medications and communicate measurements and health
data with healthcare providers, etc. This is empowerment, like ‘empowering you to bag your own groceries’ is
empowerment. What patients want is less complexity, useful information, convenience, simplified billing and
scheduling, less time wasted getting care, empathy from providers, and above all great service!
No Business Ever Failed Due To Too Much Communication.
Setting vision and strategy is the biggest responsibility a leader has, but the effort is wasted if nobody knows it’s
been done. Communication is vital; so vital that you should consider it the second-most important product or
service your company generates. Internal communication keeps all functional teams aligned and moving toward
the same goals. Memos and presentations alone aren’t enough. Externally, your customers and shareholders must
always know what the company stands for and what they can expect from your brand. All levels of the
organization should embrace their roles as company communicators.