1. New York
07/2013 to Current
ROBERT SANTIAGO
Executive Profile
SENIOR EXECUTIVE BUSINESS DEVELOPMENT
Igniting Performance and Boosting Bottom-Line Profits to Unparalleled Achievement
Top-producing senior executive with 15+ years' expertise in the health care industry, leading high-performance teams to
record-breaking revenues and growth within declining market conditions. Renowned as a resilient, high energy thought
leader with strong acumen for operational leadership at executive level. Expertise in turning around under-performing
business units/sales teams. Generated $530K contribution margin; representing a 31% increase in 2014 over prior year.
Accountability for ~$300 million in revenue with a $3 million expense budget.
STRATEGIC DIRECTION THAT LEADS TO EXPLOSIVE MARKET GROWTH
Financial Acumen/Analytics Trust-Based Relationship Building Revenue Growth Strategies Multi-Site P&L
Management Process Improvement Start-ups & Turnarounds Leadership Development Organizational Transformation
Contract Negotiations Strategic Business Development Marketing and Sales Expertise Operations Management
Professional Experience
Visiting Nurse Service of New York
Vice President Market Development
Develop operations, sales and marketing infrastructure for implementation of territory optimization strategies
across 8 regions, including: Westchester, Bronx, Manhattan, Staten Island, Brooklyn, Queens, Nassau & Suffolk.
Significant contribution to the development of the organization to ensure continued future growth.
Challenge: To reverse 5 consecutive years of declining admission volumes across all channels , including:
hospitals, nursing homes and physicians.
Action: Conducted thorough market analysis and identified growth accounts.
Built a high performance account management team and developed/repaired relationships with customer bases.
Result: Propelled admissions volume to exceed target 26%, representing 15% over prior year; and exceeded
high priority-payer admissions volume 23%, representing 16% over prior year.
Challenge: To increase on-site intake coverage across all area hospitals.
Action: Boosted networking efforts while maintaining solid market presence.
Identified a lucrative acquisition opportunity for VNSNY for a key site that had potential to become the 3rd largest
referring institution.
Result: Maximized the breadth of on-site intake coverage across all area hospitals after acquiring Brookdale's
certified agency by mid-2013.
Challenge: To develop integration strategies resulting in creation of a new Enterprise Sales Group by
consolidating sales team representing all 3 business units.
Address low performing sales teams; while overseeing private pay team.
Action: Identified major disparity between the sales performance metrics and the overall organizational
performance metrics.
Implemented strategies centered on long-hour home health aide (HHA) cases by re-segmenting customer base.
Re-tooled all marketing collateral in collaboration with marketing team to support new service priorities.
Prepared strategic channel plan and developed enterprise approach to boost territory optimization tactics.
Result: Reversed 3 consecutive quarters of declining referral volume by closing out 2013 with 4% increase over
2012 in total HHA hours.
Grew number of long-hour cases from 73/month (Q1&Q2) to 119/month (Q3&Q4) a 63% increase.
Long Beach, NY 11561 | H: 917-445-9090 | ryago3@hotmail.com

2. 12/2009 to 07/2013
New York, NY
09/2005 to 12/2009
Brooklyn, NY
New York, NY
Exceeded contribution margin $685K in Q3&Q4 over Q1&Q2.
AREA VICE PRESIDENT
Amedisys Home Health and Hospice Services
P&L responsibility for eight branch locations covering CT, NJ, NY and MA, with total revenue of 330 million.
Sales operations and branch operations through direct training, leadership and supervision.
Lead expansion into Hudson County, NJ, resulting in a 58% increase in referral stream and 60% increase in
profitability.
Challenge: turn around three under-performing branch locations
Action: re-structured sales force and operational team. Focused on appropriate payer-mix and strategic
accounts.
Result: turned around all three branches by end of second quarter 2012
Challenge: turn around declining revenue from top strategic partnership, Hackensack University Medical Center
Action: created steering committee with C-Suite to review and streamline current processes and improve
efficiencies
Result: creation of new programs to drive referral stream and increase revenue, while reducing LOS and
re-admission rates. Programs created, ER diversion, transitional care and on call infusion services. Changes
resulted in improved customer satisfaction, patient satisfaction and increased profitability.
Director Business Development
Metropolitan JewishHealth System
Recruited to increase sales, improve profitability, expand territory, and ultimately revitalize an under-performing
business unit(home care services).
Managed $4 million P&L while overseeing 24 direct reports across NY, NJ, and CT.
Re-engineered branding.
initiative and restructured customer service to optimize efficiency.
Directed all sales and operations activities across multiple strategic accounts
Created incentive compensation program to drive sales results
Mentor, coach a diverse team of sales and support staff
Collaborate with marketing to develop program collaterals
Strategic C Suite account management
Resource and budget allocation to insure proper alignment with corporate mission.
Education
Bachelor of Arts: Economics
Queens College