Abigail Calnon

Overview: Hand-selected to lead Sales and Production Operations for an early-stage radiation protection device company, leveraging a strong local reputation for driving growth in dynamic environments.

• Spearheads efforts to identify and address production inefficiencies, scaling processes ahead of ERP implementation.
• Possesses extensive knowledge of FDA regulations, ISO 9001, and CE marking for medical devices; lead quality assurance initiatives to ensure compliance, audits, and certifications for radiation protection products.
• Oversees operational budgets, capital expenditures, and cost controls, aligning spending with early-stage startup parameters.
• Standardizes distributor partnerships by refining sales processes, administrative channels, and financial obligations to ensure adherence.
• Manages daily P&L management, identifying cost-saving opportunities and optimizing operational efficiency.
• Re-launched Salus Scientific's website, develop sales materials, improve field education, and enhance purchase order processes.
• Continuous oversight with regard to SKUs and serial numbers reclassification to streamline lead apron cataloging for GPO contracts and materials tracking.
• Completed Implementation of QuickBooks SOS Inventory system to efficiently manage bills of materials and operations.
• Develops strategies to improve cardiologist satisfaction through garment modifications and service enhancements.
• Support the Executive Team and investors by identifying and prioritizing strategic initiatives for private fundraising.
• Developed comprehensive growth strategies to scale the niche lead apron business, consolidating processes, expanding distribution channels, and driving market penetration.
• Manages international distributor relationships, overseeing customs regulations, marketing translations, and sales support.

Overview: Assigned to newly created role, supporting Enterprise initiatives, and work alongside Business Development and Project Management teams to align business development efforts in pursuit and maintenance of client relationships

• Evaluated potential partner entities to verify alignment with client due diligence processes.
• Supported business development engagement strategies to foster revenue goals with potential joint venture clients.
• Leveraged networks and industry knowledge to strengthen client relationships and support pre-implementation responsibilities.
• Defined, developed, and implemented client implementation management processes, tools, templates, and methodologies to be used across the organization and respective joint venture partner.
• Trained, coached, and mentored implementation managers in use of processes, tools, templates, and methodologies,
• Worked with Executive leadership to establish implementation project portfolios, budgets, and timelines.
• Identified Business Development process improvements which facilitated clean implementation.

Outcomes:

• Ensured implementation planning and projects were completed on time, within budget, and met required levels of quality.
• Received departmental award for "Poise Under Pressure"

Overview: Promoted into 'new role', reporting directly to COO, to lead company's transition from a marketized model to a patient pre-access centralized department, defined by a customer-first mindset. This undertaking drove a major cultural shift within the organization, requiring a strategic overhaul of workflows, teams and change management.

• Managed regional market referral base, representing 40% of company's total revenue, inclusive of 15,000+ referring physicians, and lead consultant to multiple hospital joint-ventures.
• Lead pre-access department of 65 all level professionals across radiology document processing, scheduling, and financial services teams.
• Managed and supported multiple hospital networks under joint venture partnerships, restructuring the scheduling and financial departments of outpatient radiology facilities - introducing a system that will ultimately scale to the entire hospital. Joint ventures are increasingly essential to company growth.
• Cross-trained all team members to work across multiple markets to better align workforce management. Resulted in both improved performance and greatly increased employee retention in previously high-turnover areas.
• Redefined department KPIs to be efficiency-focused, all of which improved and correlate with revenue growth.
• Redesigned workflows to optimize communication between internal teams, referring physicians and insurance entities.
• Lead in-depth patient satisfaction analyses of pre-existing models through the lens of a call-center, and anecdotal data via on-going monitoring of peer-review outlets and social listening.

Outcomes:

• Met or exceeded all revenue goals under new centralized model.
• Led turnaround of a struggling market with new model implementation, achieving a double-digit decrease in abandonment rate and patient hold times over a 6-month period
• Received "Above and Beyond Award" in recognition of performance in new role, longstanding commitment to the organization and impact on company trajectory.

Co-created and managed new division that serviced and developed a $20M pipeline of 6,000 + smaller scale medical providers across 4 states. Achieved 20% growth in radiology revenue and surpassed quarterly sales forecasts for two consecutive years, achieving MedQuest President's Club status in recognition.

Pioneered marketing and sales division role to test concept and assess profit potential, ultimately proving successful as an incremental and under-serviced revenue stream. Performance was the impetus for growing division into a full-fledged team.