MAIKOVA - Key Persons

Job Titles:

• Business & Strategy Consulting

Jay established and ran the business development and strategic sourcing functions at JPMorgan Chase (formerly WaMu). His experience includes new business development and strategic sourcing at world class companies where he's used his JD and MBA education to hone skills. Jay's strong legal and IP background and broad deal structuring expertise have enabled continued contracting success in the entertainment, internet, media, banking, mobile, and information technology spaces. He also led Business Development and Strategic Sourcing efforts at JPMC/WaMu, Nike, and ThomsonReuters, focusing on Strategic Alliance, IT Outsourcing, and Supply Chain optimization transactions. Jay is Co-founder of Savant Business Solutions, COO and General Counsel of StrataCore, and President of the independent film company, IndieShares. Jay graduated from SUNY Albany with a BA in Economics and English. He then received his JD from University of Illinois-Chicago and his MBA from Cornell University. Jay is retired from the US Army Reserves having most recently served as the Senior Defense Counsel in the Pacific Northwest. During her tenure at Seattle Children's, Dr. Dandridge had responsibility for operational oversight, financial performance, strategic planning, payor contracting, and regulatory compliance for all outpatient pharmacy service lines (retail, infusion, surgery) throughout the Washington, Alaska, Montana, Idaho (WAMI) region. She was able to achieve a 24-hour operational model for retail pharmacy for the first time in the history of the organization. As 340B Advisory Committee Chairperson, she improved institution-wide compliance oversight for 42 CFR §340(B) Drug Pricing Program via split billing software implementation, creation of new management/auditing roles, and a committee restructure. These changes enabled Children's to realize more than $10 million in drug cost savings annually. With the goals of improving patient safety and enhancing revenue/financial outcomes, she oversaw the Epic Willow Ambulatory conversion and Willow Ambulatory/Professional Billing integration amidst the hospital-wide Epic EHR conversion. In her first two years, she achieved $1.3 million and $2.4 million in annual budget reductions, respectively, that resulted in the outpatient pharmacy becoming revenue positive for the first time in recent history. Further, in response to COVID-19 patient care needs, she led her teams to provide curbside medication delivery and expanded prescription mail services.

Dr. Dandridge is a 2007 graduate of Samford University's McWhorter School of Pharmacy. Upon graduation, she completed an ambulatory care/community pharmacy practice residency through the University of Washington where she also worked as an adjunct professor. She holds a Board Certification in Geriatric Pharmacy, which enables her to meet the needs of the aging population more proficiently and keeps her tethered to the ever-changing landscape of clinical best practice. During her tenure at Seattle Children's, Dr. Dandridge had responsibility for operational oversight, financial performance, strategic planning, payor contracting, and regulatory compliance for all outpatient pharmacy service lines (retail, infusion, surgery) throughout the Washington, Alaska, Montana, Idaho (WAMI) region. She was able to achieve a 24-hour operational model for retail pharmacy for the first time in the history of the organization. As 340B Advisory Committee Chairperson, she improved institution-wide compliance oversight for 42 CFR §340(B) Drug Pricing Program via split billing software implementation, creation of new management/auditing roles, and a committee restructure. These changes enabled Children's to realize more than $10 million in drug cost savings annually. With the goals of improving patient safety and enhancing revenue/financial outcomes, she oversaw the Epic Willow Ambulatory conversion and Willow Ambulatory/Professional Billing integration amidst the hospital-wide Epic EHR conversion. In her first two years, she achieved $1.3 million and $2.4 million in annual budget reductions, respectively, that resulted in the outpatient pharmacy becoming revenue positive for the first time in recent history. Further, in response to COVID-19 patient care needs, she led her teams to provide curbside medication delivery and expanded prescription mail services. Dr. Dandridge has spent many years of her professional career in the Community Health Center Pharmacy/Federally Qualified Health Center (FQHC) space, both as a patient-facing clinician as well as a departmental health center leader. She was able to utilize her residency training and experience to develop, implement, and oversee a wide variety of clinical programs spanning from pharmacist-run hyperlipidemia, diabetes, and anticoagulation clinics to establishing specialty pharmacy services and facilitating mid-level provider status credentials/privileging for pharmacists in Washington State. Leveraging her operations expertise and business acumen, she played a pivotal role in collaborating directly with managed care plans to achieve shared cost savings by transitioning contracts to a value-based-care model. Further, she ensured clinical and dispensing pharmacy services met/exceeded performance benchmarks for the health center's NCQA recognition of a Level 3 Patient-Centered Medical Home (PCMH) in depression, hypertension, diabetes, and smoking cessation. For the past 10 years, Dr. Dandridge has spearheaded talent acquisition and retention efforts for many businesses, recruiting and hiring hundreds of talented pharmacy and healthcare administration personnel. She is highly skilled at infrastructure assessment and has driven multiple successful enterprise-wide reorgs. She also has a track record of successfully and on-time opening 5 new pharmacies within 3 years, which included facilities planning/capital approvals, FTE budgeting with staff onboarding, passing inspections, and drug inventory procurement. Dr. Dandridge's commitment to financial resiliency and revenue maximization is evidenced by additional achievements that include turning one pharmacy department's contribution from ($1.4 million) (41% margin) to $5.8 million 32% margin in 4 years' time; bringing retail pharmacy accounts receivable in-house via professional billing integration for improved transparency and accountability; reducing unnecessary annual drug inventory spend by $600k by returning underutilized inventory and adjusting par levels. Her many years of annual budget planning and accountability for managing multiple cost centers' operating budgets simultaneously, the most complex of which topped $40 million in annual revenues, lend credibility to her comprehensive understanding of pharmacy financials and cash management.