Jacquelyn R. Stroot is seeking a position applying her experience in network development and contracting to help develop pricing and contractual relationships in value-based models of healthcare delivery. She has a proven track record of over 15 years negotiating agreements between healthcare organizations to maximize reimbursements or minimize costs. Notable achievements include negotiating contracts producing over $450 million in annual revenue and agreements saving between $1-3 million annually for organizations like the University of Chicago and University of Michigan Health System.
Opportunities for Medicaid Plans In the Commercial Marketnfphealth
Welcome to this ACAP and NFP Health presentation, Opportunities for Medicaid Plans In the Commercial Market.
Presented by Dan Keldsen, Senior Business Strategist at NFP Health, and Judi Donnelly, a client executive at NFP Health.
Between the two of us, we are covering the trends that we’re seeing with Medicaid Plans in the commercial market, and how the ACA is driving a lot of the changes that we and our clients are experiencing.
We prefer to see the impact of ACA as an opportunity for the most part, but it’s certainly not without it’s challenges, which we’ll discuss as well.
The quick overview of this presentation is that we will be covering the challenges and opportunities specific to medicaid plans, both as we’ve experienced ourselves in working with medicaid and commercial plans, and from the research we’ve done into this space, to make sure we are serving our clients with an eye towards what’s coming next.
If you have any questions or are interested in discussing this topic further, our contact information is available on the final slide. Thanks, and enjoy!
Healthcare reform: Five trends to watch as the Affordable Care Act turns fivePwC
In its first five years, the Affordable Care Act (ACA) has had a profound, and likely irreversible, impact on the business of healthcare. Industry leaders must rethink strategies to remain relevant in a post-ACA world.
Web Page: http://www.pwc.com/us/acahealthreform
Opportunities for Medicaid Plans In the Commercial Marketnfphealth
Welcome to this ACAP and NFP Health presentation, Opportunities for Medicaid Plans In the Commercial Market.
Presented by Dan Keldsen, Senior Business Strategist at NFP Health, and Judi Donnelly, a client executive at NFP Health.
Between the two of us, we are covering the trends that we’re seeing with Medicaid Plans in the commercial market, and how the ACA is driving a lot of the changes that we and our clients are experiencing.
We prefer to see the impact of ACA as an opportunity for the most part, but it’s certainly not without it’s challenges, which we’ll discuss as well.
The quick overview of this presentation is that we will be covering the challenges and opportunities specific to medicaid plans, both as we’ve experienced ourselves in working with medicaid and commercial plans, and from the research we’ve done into this space, to make sure we are serving our clients with an eye towards what’s coming next.
If you have any questions or are interested in discussing this topic further, our contact information is available on the final slide. Thanks, and enjoy!
Healthcare reform: Five trends to watch as the Affordable Care Act turns fivePwC
In its first five years, the Affordable Care Act (ACA) has had a profound, and likely irreversible, impact on the business of healthcare. Industry leaders must rethink strategies to remain relevant in a post-ACA world.
Web Page: http://www.pwc.com/us/acahealthreform
Value-Based Payments and Managed Care Contracting - Crash Course Webinar SeriesEpstein Becker Green
Epstein Becker Green Webinar with Attorney Basil Kim - Value-Based Payments Crash Course Webinar Series - May 31, 2016.
As value-based payment relationships continue to grow in prevalence and complexity, a question remains: How do I effectively capture this arrangement on paper?
Topics include:
* Some of the key strategic questions to deliberate with regard to contracting in a value-based payment relationship
* Considerations for contracting under a value-based payment framework.
http://www.ebglaw.com/events/value-based-payments-and-managed-care-contracting-value-based-payments-crash-course-webinar-series/
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
Insurance M&A activity in the US rose to unprecedented levels in 2015, surpassing what had been a banner year in 2014. There were 476 announced deals in the insurance sector, 79 of which had disclosed deal values with a total announced value of $53.3 billion. This was a significant increase from the 352 announced deals in 2014, of which 73 had disclosed deal values with a total announced value of $13.5 billion. Furthermore, unlike prior years where US insurance deal activity was isolated to specific subsectors, 2015 saw a significant increase in deal activity in all industry subsectors.
The Rise of Value-Based Contracting for Biopharmaceuticals and Medical Techno...Nathan White, CPC
ICON Access, Commercialisation & Outcomes (ACC) - November 2017 Pricing & Market Access Briefing
AUTHORS:
Michael Pace
Senior Principal, Pricing and Market Access
Guy Sherwin
Lead Consultant, EU Pricing and Market Access
Recent Affordable Care Act (ACA) changes and impactsSrini Attili
Perspectives on recent Affordable Care Act (ACA) changes and impacts on industry - http://insights-on-business.com/healthcare/recent-affordable-care-act-aca-changes-and-impacts/
Healthcare Savings Via Pharmacy Benefit Management ProgramsThe Partners Group
Optimize your employees’ drug benefit costs, while decreasing costs and simultaneously improving overall drug benefit coverage.
Pharmacy benefit costs are the fastest growing segment of national health expenditures… rising at a rate faster than hospital care and physician services combined. Learn how employers are achieving significant savings via the TPG Proprietary Pharmacy Benefit Program.
In This Seminar We Cover:
• Options for controlling health care pharmacy costs without impacting your membership.
• Overview of the latest trends in the pharmacy benefits arena and new programs that will improve members’ RX utilization and lower your self-funded prescription drug spend.
• Methods to establish true transparency into the cost of your plan’s prescription drug program and how to continuously monitor your drug costs vs. the pharmacy contract.
• Real life case studies of actual plan savings from the 2014 plan year.
• How to become eligible for a pharmacy audit completed by The Partners Group.
Health insurance exchanges critical success factors for payersApoorv S
Health insurance exchanges will significantly impact the healthcare entities and more so the payers. Payers will have to align with the change in focus from B2B model to B2C model and this entails payers to focus on various aspects to succeed. Article outlines key success factors which payers will have to factor in to tide over the changing fundamentals of U.S. healthcare due to the shift towards retail healthcare.
Case Study: HIV - Better differential pricing strategies are needed to ensur...ReportLinker.com
IntroductionAlthough the majority of HIV drug developers already offer most of their antiretrovirals under differential pricing schemes for lower income countries, few can compete with the lower prices of available generics offered through donor-funded programs. Innovative ways must be found that can balance widespread access to newer HIV drugs while still ensuring profits for pharmaceutical companies.Features and benefits* Discussion of differential pricing strategies for pharmaceuticals* Review of differential pricing strategies for HIV antiretrovirals* Analysis of driving forces behind the need for better differential pricing strategies for antiretrovirals* Discussion of incentives that could boost differential pricing policiesHighlightsAlthough differential pricing strategies are being employed in some areas, several obstacles have so far limited a more widespread utilization. Key difficulties include the threat of parallel trade, external reference pricing, decreased buying power in lower income countries, and concerns that preferential prices are not passed on to consumers.Generics have increasingly driven down the price for antiretrovirals in lower income markets, making it difficult for pharmaceutical companies and their branded products to stay competitive despite using differential pricing strategiesAn increasing need for later-stage treatments and stricter enforcement of intellectual property (IP) rights call for improved strategies to enhance access to newer antiretroviralsYour key questions answered* Understand why many HIV markets in developing countries are dominated by generics despite differential pricing by innovative drug developers.* Learn how differential pricing can be a win-win strategy to promote access to drugs while retaining incentives for pharmaceutical companies.* Understand why better differential pricing strategies will be key in allowing access to newer antiretrovirals.
In spring 2016, PwC investigated the current state and
future direction of stress testing. We surveyed 55 insurers
operating in the US about their stress testing framework and
the specific stresses that they test. We also engaged in more
detailed dialogue with a number of insurers in the US and
globally, as well as with some North American insurance
regulators.
Value-Based Payments and Managed Care Contracting - Crash Course Webinar SeriesEpstein Becker Green
Epstein Becker Green Webinar with Attorney Basil Kim - Value-Based Payments Crash Course Webinar Series - May 31, 2016.
As value-based payment relationships continue to grow in prevalence and complexity, a question remains: How do I effectively capture this arrangement on paper?
Topics include:
* Some of the key strategic questions to deliberate with regard to contracting in a value-based payment relationship
* Considerations for contracting under a value-based payment framework.
http://www.ebglaw.com/events/value-based-payments-and-managed-care-contracting-value-based-payments-crash-course-webinar-series/
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
Insurance M&A activity in the US rose to unprecedented levels in 2015, surpassing what had been a banner year in 2014. There were 476 announced deals in the insurance sector, 79 of which had disclosed deal values with a total announced value of $53.3 billion. This was a significant increase from the 352 announced deals in 2014, of which 73 had disclosed deal values with a total announced value of $13.5 billion. Furthermore, unlike prior years where US insurance deal activity was isolated to specific subsectors, 2015 saw a significant increase in deal activity in all industry subsectors.
The Rise of Value-Based Contracting for Biopharmaceuticals and Medical Techno...Nathan White, CPC
ICON Access, Commercialisation & Outcomes (ACC) - November 2017 Pricing & Market Access Briefing
AUTHORS:
Michael Pace
Senior Principal, Pricing and Market Access
Guy Sherwin
Lead Consultant, EU Pricing and Market Access
Recent Affordable Care Act (ACA) changes and impactsSrini Attili
Perspectives on recent Affordable Care Act (ACA) changes and impacts on industry - http://insights-on-business.com/healthcare/recent-affordable-care-act-aca-changes-and-impacts/
Healthcare Savings Via Pharmacy Benefit Management ProgramsThe Partners Group
Optimize your employees’ drug benefit costs, while decreasing costs and simultaneously improving overall drug benefit coverage.
Pharmacy benefit costs are the fastest growing segment of national health expenditures… rising at a rate faster than hospital care and physician services combined. Learn how employers are achieving significant savings via the TPG Proprietary Pharmacy Benefit Program.
In This Seminar We Cover:
• Options for controlling health care pharmacy costs without impacting your membership.
• Overview of the latest trends in the pharmacy benefits arena and new programs that will improve members’ RX utilization and lower your self-funded prescription drug spend.
• Methods to establish true transparency into the cost of your plan’s prescription drug program and how to continuously monitor your drug costs vs. the pharmacy contract.
• Real life case studies of actual plan savings from the 2014 plan year.
• How to become eligible for a pharmacy audit completed by The Partners Group.
Health insurance exchanges critical success factors for payersApoorv S
Health insurance exchanges will significantly impact the healthcare entities and more so the payers. Payers will have to align with the change in focus from B2B model to B2C model and this entails payers to focus on various aspects to succeed. Article outlines key success factors which payers will have to factor in to tide over the changing fundamentals of U.S. healthcare due to the shift towards retail healthcare.
Case Study: HIV - Better differential pricing strategies are needed to ensur...ReportLinker.com
IntroductionAlthough the majority of HIV drug developers already offer most of their antiretrovirals under differential pricing schemes for lower income countries, few can compete with the lower prices of available generics offered through donor-funded programs. Innovative ways must be found that can balance widespread access to newer HIV drugs while still ensuring profits for pharmaceutical companies.Features and benefits* Discussion of differential pricing strategies for pharmaceuticals* Review of differential pricing strategies for HIV antiretrovirals* Analysis of driving forces behind the need for better differential pricing strategies for antiretrovirals* Discussion of incentives that could boost differential pricing policiesHighlightsAlthough differential pricing strategies are being employed in some areas, several obstacles have so far limited a more widespread utilization. Key difficulties include the threat of parallel trade, external reference pricing, decreased buying power in lower income countries, and concerns that preferential prices are not passed on to consumers.Generics have increasingly driven down the price for antiretrovirals in lower income markets, making it difficult for pharmaceutical companies and their branded products to stay competitive despite using differential pricing strategiesAn increasing need for later-stage treatments and stricter enforcement of intellectual property (IP) rights call for improved strategies to enhance access to newer antiretroviralsYour key questions answered* Understand why many HIV markets in developing countries are dominated by generics despite differential pricing by innovative drug developers.* Learn how differential pricing can be a win-win strategy to promote access to drugs while retaining incentives for pharmaceutical companies.* Understand why better differential pricing strategies will be key in allowing access to newer antiretrovirals.
In spring 2016, PwC investigated the current state and
future direction of stress testing. We surveyed 55 insurers
operating in the US about their stress testing framework and
the specific stresses that they test. We also engaged in more
detailed dialogue with a number of insurers in the US and
globally, as well as with some North American insurance
regulators.
Advertising AssignmentPick a global product brand and co.docxstandfordabbot
Advertising Assignment
Pick a global product / brand and country of interest to you (Do not choose South
Korea). In a 2-page report (double space), compare and contrast how that offering is
advertised in the USA and the foreign market. Please provide your thoughts pro and
con and any questions you have about the differences in marketing practice, as well as
any suggestions / recommendations for potentially doing things better. Source material
for this assignment can be obtained from an internet search and published journal
articles. Please provide a bibliographic list of your references at the back of your paper.
MLA Format.
Please reply to
William Polanco- Rowland–
Please note minimum of 200 words. Please cite one scholarly source. In-text citation should be included.
The cost of healthcare and the associated dollar signs connected to it has kept a certain number of patients away from seeing a doctor when needed. The creation of Managed Care Organizations exists to deal with the exorbitant prices associated with seeing a healthcare provider and actually decreasing costs while increasing the level of care (Nikitas et al, 2020). The common thread is the network of providers that exists within each network that agrees to provide care for the policy holders for an agreed price. Among the Managed Care Organizations are three plans known as Health Maintenance Organization (HMO’s), Preferred Provider Organization(PPO’s), and Point-Of-Service Plan (POS). The structure of HMO’s exists as a network of hospitals, doctors and providers that usually only pay for care in the network visits. These have lower premiums the insured must use a provider within the network that is their Primary Care Physician (PCP). In addition, referrals must be obtained from the PCPs for visits to specialists within the network (healthy.kaiserpermanente.org, 2022) Membership is generally required in the form of employment or one who lives in the area of coverage. With an associated higher cost is the PPO’s. They will allow for visits to in or out of network providers as well as cost of fee coverage for visiting those out of network providers, generally covered by the increased monthly premiums and out of pocket costs (healthy.kaiserpermanente.org, 2022). The third plan being mentioned here is the Point-Of-Service Plan (POS). This is considered a hybrid of plans which allows for the insured to make decisions to see who they want as a provider without first obtaining prior approval. With regard to a plan that works best for the consumer, the HMO plan is one where the nurse within the system is most connected to the providers and the case files allowing for a seamless connection with provider to facility. The other two plans have steps between each provider and information can be lost in the shuffle. The position of nurses working within the healthcare system allows them an opportunity to help keep health costs down via means of self aud.
White Paper - Digital strategy and the shift to value based careTerence Maytin
Summary: The U.S. healthcare system is rapidly transitioning from fee-for-service to value- based care as part of massive and ongoing industry-wide transformation. Digital strategy is evolving to meet new challenges, help drive disruptive innovation, and better engage a large, growing audience of connected health consumers.
Running head: REPORT 1
REPORT 5
Consumption Behavior; Electronics
Student’s Name
Institutional Affiliation
Topic description
Consumption behavior is the manner in which an audience responds to product marketing. Consumption behavior is also referred to as buying behavior, and it revolves around the buying intentions and attitudes of individuals. It is important for producers to understand the consumption behavior of existing and prospective customers; this way, they can make goods and services that align to customer tastes and preferences (Friedman, 2018). In addition to that, understanding consumption behavior helps producers to manufacture or process goods that match the aggregate demand of customers. It is not advisable for a business to engage in mass production without considering rough estimates for demand as such may lead to excess inventory that never manages to get off the shelves. This project will give invaluable insights with respect to the behavior of buyers towards electrical appliances.
Significance of the Project
The project is significant because it will answer a multiplicity of pertinent questions regarding market equilibrium of electronic appliances, the influence of Adam Smith's invisible hand in the electronics market, determinants of aggregate demand, and drivers of supply among others. As such, consumers, suppliers, producers, and investors will find the study insightful with respect to answering market questions they may have (Roos & Hahn, 2017). The significance of the research questions offered by the study is that it will make audiences more rational in the choices they make. First, after reading the study, buyers may decide to commit to buying high-quality products as opposed to those of less quality which require replacement every six months. What's more, a majority of the producers that read the study may be influenced to produce high-quality products that make their brand unique in the eyes of customers; with a promise of high quality and longevity of the products involved to customers. Third, the research may influence suppliers to be more committed to excellence.
Historical Data for Key Parameters
The steady sale of electronics in The US does seemed to have followed a clear pattern over time. The frequency with which consumers buy electronics seems quite high. Most producers are looking strike a balance between quality and price get the most customers. Where some are just trying to cash in with cheap and flashy items. The graph below depicts the time line for The US computer/software store sales from 1992 to 2015. Currently, the US Electronics Store Sales is in excess of $25 Billion USD annually.
Source: https://www.statista.com/statistics/197603/annual-computer-and-software-store-sales-in-the-us-since-1992/
The necessity of electronics to us becomes evident when you look at how many US homes have them. The percentage of US house hold owning home computers has incr.
Running Head: SLP 2 1
SLP 2 4
SLP 2
DeMario J. Stackhouse
Trident University International
26 May 2019
Market Analysis
As noted in the earlier discussion, BestCare Long-Term Care Facility will be located at Tampa Bay in Florida due to the current and future high demand for long-term care services in this state. Besides, the market for long-term care in this area is growing. It is not saturated since most health care organizations have not fully exploited this particular area. The demand is also increasing because of the presence of a high number of older adults and understaffing of nurses which raises the need for long-term care services. The currently available facilities like Woodbridge Care Center and Palm Terrace Assisted Living Facility & Adult Day Care are unable to meet the increasing demand in Tampa Bay and Florida State as a whole. Although some health care organizations that were initially not offering long-term care are now considering providing this service, the demand is still not adequately met.
Therefore, since the market is growing, BestCare Long-Term Care Facility will integrate new approaches into the market as well as embrace the latest technology to differentiate from new competitors and become a significant market shareholder. Typically, the facility will adopt a differentiation marketing approach by distinguishing its services from rivals in the market (Kassem & Succar, 2017). It will offer high-quality, speedy, and accurate services that align with client demand. To achieve this, BestCare Long-Term Care Facility will hire highly trained nurses and professionals who will ensure that customers receive services that meet or surpass their expectations. Going forward, the facility will also ensure that its services are accessible by opening other branches that are close to clients. It will also offer options for clients to either receive the services within the facility or in their homes. This approach will give the hospital an edge in the market because clients would enjoy receiving services at their comfort zones which might be less costly (Coulter et al., 2015). Additionally, BestCare Long-Term Care Facility will also incorporate the latest technologies like efficient diagnostic equipment, EMR, and Big Data techniques that will ensure clients receive high-quality long-term care services. For instance, Big Data techniques will allow the facility to predict clients at risk of developing other diseases in the future, thus take appropriate early response.
Besides, the challenges of the marketplace that BestCare Long-Term Care Facility will be entering include underserved .
The Healthtech Exits site tracks deals and trends in a vital sector. Our goal is to provide relevant records and tools to serve the health technology sector. We want to be a resource for executives and investors in health technologies companies who are considering their strategic growth and exit options in today’s environment.
Healthtech Exits - 2018 M&A Report in Healthcare Techonology
JRStroot Resume 2016 jrs
1. JACQUELYN R. STROOT
16267 Havelock Way, Lakeville, Minnesota 55044
(952) 423-5880, (952) 270-9327 (cellular), Email: jrstroot@msn.com
Seeking a position where my network development and contracting experience can be applied to helping other
areas of the health care delivery system, develop appropriate pricing and contractual relationships in an
accountable care or value-based model.
Skilled at negotiating either side of the healthcare delivery system; either maximizing reimbursement for products
developed by/for my organization or minimizing reimbursement risk for clients of
OptumHealth/UnitedHealthcare. Excellent relationship building skills that are used in negotiating the best rates
and terms on behalf of clients. Skilled at data analysis, strategy development, difficult negotiations and successful
implementation of the business plan. Negotiated and managed agreements with HMO/PPO organizations, acute
care hospitals, large and small home care organizations and using commercial, Medicare and Medicaid
reimbursement methodologies.
Proven ability to learn new industries and requirements quickly, work collaboratively with provider management
and cross-functional teams, and become the SME for the areas of responsibility. Skilled problem solver, self-
starter, excellent written and verbal communications skills, advanced user of MS Office products.
SIGNIFICANT RESULTS:
Currently responsible for contracts producing annual revenue of over $450MM.
University of Chicago (2016) – Negotiated new payment methodology which will yield an estimated 25.3%
additional savings valued at $3.3MM annually, bringing this very expensive facility closer to the average
reimbursement of the other facilities in the Chicago Market. Implemented stepwise lowering of chargemaster
passthrough to offset the historical increases in charges. Negotiated significantly better rates in the Medicare and
Medicaid space which will set the standard to negotiate similar terms in the Chicago Market.
Louisville, Lexington KY and Cincinnati Markets (2016 – 2016) – Added new facility, University of Louisville,
at more favorable rates and terms to establish a new standard for these markets which directly compete with each
other. Beginning to use the new agreement to decrease reimbursement as the other market agreements are due to
expire. Included in the negotiation were very favorable Medicare and Medicaid rates/terms which will also be the
new standard.
Iowa, Indiana and Michigan Medicaid (2015 – 2016) – Supported UnitedHealthcare in its competitive bids to
manage the Medicaid business in these states. After award, negotiated 3 Medicaid contracts in Iowa, including in 2
facilities where OptumHealth had no prior relationship, to favorable rates. Indiana award is in June with a
1/1/2017 start which will include 6 facilities needing Medicaid agreements.
Home Care Market, DMERC and Medicaid Pricing (Late 1990’s) - SME on Medicare pricing for durable
medical equipment and home care reimbursed by Medicare Part B. Developed state by state Medicaid
requirements for pilot home care program. Launched home care programs for respiratory support devices
including market research, support of marketing material development, sales training and pricing.
The Cleveland Clinic Foundation (2012, 2014 & 2015) – Changed reimbursement methodology to initially
decrease reimbursement by 12% (2012) and then hold agreement revenue neutral over several years by adding
2% chargemaster passthrough (previously there was no charge protection). Worked with Cleveland facility to
develop a market competitive agreement that can be used by the new Weston, FL facility. Negotiated the use
of the Medicare fee schedule for both Medicare and Commercial members.
University of Michigan Health System (2013 & 2014) – Negotiated new rates which yielded an estimated
17.3% additional savings valued at $1.13MM year over year. Implemented chargemaster passthrough of 4%
2. Jacquelyn R. Stroot Page 2 of 4
(previously there was no charge protection) and drove percentage of billed charges from 80% to 60% (solid
organ) and 65% (BMT). Lowered cost of implanting Ventricular Assist Devices (VAD) from 80% to 60%, a
full 13 percentage points lower than UnitedHealthcare rates.
University of Minnesota (2014) – Repapered 1999 agreement which yielded an estimated 13.9% additional
savings valued at $14.87MM year over year. Implemented chargemaster passthrough of 3% (previously there
was no charge protection), carved out all drugs at a lower percent of charges and drove the percentage of
charge payment down on the transplant and the VAD implantation.
Indiana University Health (2012 & 2015) – 2012 negotiation added charge neutralization and held rates
steady for 3 years for an estimated savings of $13.1MM over 3 years. 2015 negotiation changed
reimbursement methodology and held charge neutralization to yield an additional $3.8MM over 3 more years,
for a total savings of $16.9MM or $2.8MM annually. Implemented restrictions on VAD pricing limiting the
amount that can be charged for the device itself.
EXPERIENCE:
UNITEDHEALTH GROUP., MINNETONKA, MN
SENIOR NETWORK CONTRACT MANAGER, OptumHealth Care Solutions, Inc. - 2006 - present
Charged with negotiating and managing contracts between OptumHealth and nationwide hospitals for organ
transplantation. Worked with hospitals identified by clinical staff as Centers of Excellence for each type of organ
transplant, ensuring the hospitals contracted will provide the best possible care at the most reasonable rates. Successful
through a combination of analytical and relationship building skills and the ability find a win-win solution to each
negotiation.
Utilized data gathered from public sources, internal UnitedHealth Group data and information from other facilities
under contract to develop appropriate rates for each program and presented those to the hospital. Prepared internal
strategy to negotiate terms and rates by individual organ or program, identifying trade-offs and minimum/maximum
rates that could be accepted. Conducted and finalized negotiations.
Supported development of network for Kidney Disease/Dialysis product as part of broader role within the
organization. Responsible for signing national and regional agreements for fixed price dialysis and built tracking tools
to ensure the right groups were targeted based on client geography. Supported development of Chronic Kidney
Disease and Paired Kidney Donation strategy and the unique payment issues associated with PKD.
Worked with client relations to resolve issues of specific cases and establish rates for single case agreements not covered
under any contract. Worked with network relations to resolve claims and payment issues for the facilities.
PRODUCT MANAGER/BUSINESS DEVELOPMENT MANAGER, Individual Business Group, 2002 – 2003
Charged with new product development aspects relating to launch of new business venture in a $16B organization.
Supporting development of new product design by combining best practices of existing business products with those of
successful competitive products and market/customer needs to form a best-in-industry product. Researched market
opportunities, competitive products, and pricing in order to develop position paper and other internal UnitedHealth
Group communications. Coordinated marketing/sales launch in multiple markets, development of agent and consumer
call center, and responsible for overall design and implementation of consumer transactional website including tracking,
enrolling and supporting new members. Management of several vendors and consultants.
SALES SUPPORT, Evercare Division, 1997 to 1998
Tracked sales against targets, provided market information and proposal support to assist field sales staff in achieving
sales objectives. Developed spreadsheet program that tracked commissions on targeted and actual sales that previously
were performed manually. Planned and implemented all facets of annual sales meeting for group of 50 including
developing budget and ensuring meeting contents met senior management needs. Meeting was successfully executed
3. Jacquelyn R. Stroot Page 3 of 4
within budget constraints.
GOODRICH SENSOR SYSTEMS, MN
CONTRACTS ADMINISTRATOR/ACCOUNT MANAGER, 2004 – 2006
Charged with negotiating and managing contracts for foreign and domestic military customers, including forecasting,
sales of production and repairs, monitoring the build of over 100 different devices and managing customer expectations
when product is delayed. Customers include Bell Helicopter (foreign and domestic), all Israeli and Indian customers
and oversight of the Goodrich UK office. Worked closely with design engineering to ensure programs moved into
production and identify new opportunities for current and new products with existing customers. Managed extremely
difficult relationship with Israeli and Indian customers and ensured that Goodrich is in a position to win new business
with this customer. Oversight of US government export license applications for all military programs, prioritizing
workflow and working to drive down the backlog of overdue applications. Helped write hardware, marketing, and
manufacturing license applications and Technical Assistance Agreements. Provided support for Commercial Aviation
and Regional Business Jet business units.
CERIDIAN, MINNEAPOLIS, MN
PRODUCT MANAGER, 2003 – 2004
Recruited back to former employer to champion third-party web-hosted products sold in support core human resource
information and payroll products in a $1.2B organization. Products responsible for $7M in revenue in 2003, forecast to
double in 2004. Researched and became in-house expert on Human Capital Management (HCM) market for new
products, to be launched in 1Q04, generating $2M in additional revenue. Reorganization resulted in the elimination of
position.
Responsible for contract negotiations, pricing changes and analysis of product profitability. Researched market
opportunities, competitive products, and pricing and used data to develop tools used by sales force. Provided web-
hosted training and product demonstrations to sales force and customers. Worked with internal development
organization to identify and plan product upgrades to provide more robust integration between products. Launched
new products to support new market where Ceridian had no presence, including management of product strategy,
pricing, collateral development, competitive analysis, sales tools and plan for transitioning product knowledge from
vendor to Ceridian personnel. Supported multiple acquisition efforts.
UNIVERSAL HOSPITAL SERVICES, BLOOMINGTON, MN
PRODUCT MANAGER/BUSINESS DEVELOPMENT MANAGER, 1998 to 2002, 1994 to 1996
Recruited to return to UHS when company was taken private and a new senior management group installed. Charged
with developing and supporting company’s premier outsourcing program, including P&L management, strategic
business relationships with individual hospitals and hospital groups, and leading of team selling and supporting product.
Managed existing programs representing $15 million in 2001 revenue, a growth of 31.5% over 2000. Programs are on
track to produce $18.4 million in 2002, a growth of 23% representing approximately 14% of UHS’s overall revenue.
Responsible for financial analysis of current operations, recommending cost effective solutions and providing reports
on program’s success to both company and customer senior management. Used successes in individual customer
accounts to increase business and position company for new business with other customers.
Managed all aspects of product development including adding new technologies, modifying program to meet the
unique needs of individual hospitals and multi-hospital groups.
SME on Medicare pricing for durable medical equipment and home care reimbursed by Medicare Part B.
Developed state by state Medicaid requirements for pilot home care program.
Analyzed customer metrics and recommended solutions to cost effectively purchase and manage materials.
Recommended financial solutions, supported negotiation of new contracts, amendments and extensions.
4. Jacquelyn R. Stroot Page 4 of 4
Analyzed actual costs incurred by customer with capped monthly cost; provided data and presentation materials to
increase revenues by 25% bringing monthly cost up to actual costs; added $480,000 annually to bottom line.
Developed proposal for 3-hospital group that allowed group to improve its materials management, added $2
million to company’s bottom line and provided opportunity to propose program in 21 additional hospitals.
Worked with difficult customer during contract negotiations and early program implementation ensuring his needs
were met. Contract grew 340% in 12 months providing additional $1.4 million revenue.
Developed innovative solution enabling UHS to lower customer costs while maintaining necessary profitability.
Solution helped repair difficult relationship and allowed customer to sign additional 5-year contract.
GRASEBY MEDICAL, INC., (formerly 3M Infusion Therapy), a division of Graseby, PLC, London, St. Paul, MN
PRODUCT MANAGER, 1996 to 1997
Launched product developed for European market in more competitive US market. Properly positioned, launched, and
supported devices in US, Canadian, and Latin American markets. Charged with spreadsheet financial model that
allowed company to act as consultant to customers and develop cost-saving comparisons between company products
and competitive products. Used Medicare regulations to ensure devices were priced appropriately and competitively.
CERIDIAN CORPORATION (formerly Control Data Corporation), Minneapolis, MN
PROGRAM MANAGER/BUSINESS DEVELOPMENT MANAGER, 1985 to 1994
Oversaw various programs including software, systems development, and software consulting. Charged with costing,
scheduling, and ensuring technical objectives were met. Worked with all levels of technical and management personnel
from company and customer. Significant accomplishments include:
Identified unmet need by US Marine Corps. Teamed with technical staff to develop concept, promote, and receive
funding. Awarded $7 million sole source contract without competitive bidding.
Charged with $14 million 3-year program integrating existing system into existing aircraft with minimal
modifications. Managed a difficult customer relationship by working closely with US Navy, US Marine Corp and
US Air Force on ensuring their objectives were met, while working with the airframe manufacturer to balance the
constraints of the existing aircraft. Led negotiations to resolve competing technical and contractual requirements to
a solution that met its technical, schedule and budgetary requirements. Program delivered on time, within budget,
and meeting technical objectives.
Software development program valued at $12M. Worked on follow-up contracts to improve software, add features
and develop support/test equipment. Responsible for managing difficult customer requirements during the
delivery of a critical software release.
Managed proposal development including strategy, definition of technical approach, data gathering, development,
and delivery with values of $3M to $415M. Responsible for the last minute completion and delivery of a high
profile proposal.
EDUCATION:
MS IN ORGANIZATION AND MANAGEMENT, 2005
(GPA: 4.0), Capella University, Minneapolis, MN
MINI MBA, HEALTHCARE, 1995,
MINI MBA, 1990
University of St. Thomas, St. Paul, MN
BS APPLIED MATHEMATICS, University of Wisconsin - Stout, Menomonie, WI