Bryan Hudson's Successes and Journey
A Journey & Successes
I am Bryan Hudson.
This is a professional portfolio on company experience, education, hobbies (coming soon), and a few of my stories of success with certain roles played. Whether you are a recruiter or professional looking for your next "right-fit" for a position, or you are located in the U.S. or a global company seeking expansion into the U.S. territory, this website is meant for you to review.
As a seasoned professional, I have a diverse background working with and for leading companies across various industries for B2B, B2C, and B2B2C operations. My vision is to continue delivering exceptional results by leveraging my expertise in business development, operations, and client relations to drive business success.
Cross-Functional Leadership. Compounded Expertise.
Most leaders specialize in a single lane. I prefer to own the highway. My background spans the critical pillars of modern enterprise: from the technical rigors of AI, Cyber Security, and SaaS to the logistical complexities of Supply Chain and Workforce Solutions.
​​I am a firm believer that “a jack of all trades is a master of none, but oftentimes better than a master of one.” True business agility requires an SME who can connect the dots between finance and technology. My diverse toolkit allows me to vet vendors, optimize operations, and drive development with a 360-degree perspective that ensures no variable is left to chance.
Education
Master of Business Administration in Healthcare Administration
​Florida Institute of Technology, 2010
Bachelors of Science in Marketing
​University of Tennessee - Chattanooga, 2006
Work History
Director of Business Development
Virginia Hospital & Healthcare Association
08/2022 - 09/2025
In my most recent role, I worked directly with the CEO to streamline how our department functions, even writing the "playbook" for our daily operations. I spent much of my time managing partnerships with GPOs and large suppliers to make sure Virginia’s healthcare providers had the resources they needed. One of my proudest achievements was finding ways to save $20 million in supply chain spending by working closely with key decision-makers. I also spent a lot of time "in the trenches" with hospital executives to understand their specific challenges and create long-term solutions for both acute and non-acute care. To keep the business growing, I stayed active in the community, setting up sponsorships and attending events for clinics and healthcare associations. To expand connections to resources outside of the US that can serve in Virginia, I have a great relationship with Trade Commissioners for the US Embassy of Canada and Trade Commissioners in the Canadian Head Quarters.
Territory Sales Manager
NebDoctors
05/2012 - 04/2019
I spent seven successful years here, eventually ranking 6th out of 62 representatives. I’ve always been driven by hitting goals, and in 2018, I brought in 171 new accounts and moved over 3,000 units. Based on my territory and our industry, that's a big number. I became a go-to person for navigating Tennessee Medicaid’s coding and reimbursement rules. I also enjoyed the creative side of the job, where I designed training manuals and marketing materials to help patients and clinical staff better understand how to use our products.
Medical Supply Account Manager
Numotion
08/2021 - 07/2022
I shifted focus here to help expand our business in this market, as I was the first SAM to take on this location. I took a hands-on approach by visiting patients in hospitals or their homes to make sure they got the right supplies while staying strictly within HIPAA guidelines. I also focused on accounts that had been overlooked—specifically in Wound Care, Urology, and Ostomy—more than doubling our active referral list for new patient management. A big part of my day was also spent teaching medical teams about the best products on the market and how to navigate the tricky world of insurance reimbursements.
Certified Pharmacy Technician
Trinity Medical Associates
03/2010 - 09/2012
Working here allowed me to blend business strategy with patient care. I worked with the board to find new ways to reach a more diverse group of patients, which helped us grow sales by 20% in my first year. On the operations side, I was very busy processing about 900 insurance claims every month to keep our finances running smoothly. I also learned to love data here, as I spent time analyzing profit trends to help the team make better business decisions.
Specialty Account Manager
Numotion
04/2019 - 07/2022
When I stepped into this role, I was tasked with building a brand-new territory for capital equipment. I’m happy to say it was a huge success—I grew the territory from $147K in 2019 to $1.31M in just eight months of 2021, consistently ranking in the top five sales reps in the country. Beyond just the numbers, I looked for ways to make our processes better for the customers, like cutting down equipment delivery times by nearly two weeks. Because of these results, leadership asked me to join a National Board to help improve how we hire and train new team members across the region.
District Pharmacy Program Coordinator, CPhT
CVS Pharmacy
04/2001 - 03/2010
In this leadership role, I was responsible for a per diem program handled for 36 different stores. My biggest challenge was solving staffing shortages; I created a new, flexible hiring model and built a team of 11 technicians that cut our staffing gaps by 20%. I also handled the "big picture" logistics, like helping regional leaders with pharmacy audits and managing everything that goes into closing or merging store locations.
Independent Sales Representative
AFLAC
05/2006 - 05/2007
During my time as an independent rep, I hit the ground running by establishing supplemental coverage for life, accident, and health across Alabama, Georgia, and Tennessee. I spent a lot of my time building a client base from scratch—working through cold calls, following up on web inquiries, and turning referrals into long-term accounts. It was a high-energy year where I really pushed myself to perform right out of the gate, and I’m proud to say I earned several performance awards, including the Fast Start, Super Fast Start, Fireball, and Super Fireball awards, all within my first year.
Achievements
A common request in an interview is simply "tell me about yourself." Then there are certain stories that need to connect with what I have experienced and how I achieved those challenges. Below are a few examples and I have placed my stories in the STAR Method format.
Community Focus
Gaining operational sustainability for vendor and client
Situation: The state of Tennessee (TennCare) awarded an exclusive contract to a single vendor, "X" Company, to manage all nebulizer prescriptions and bilirubin treatments via a delivery-only model. This effectively stripped coverage from all alternative vendors, including NebDoctors, and removed the "consignment" option that many pediatricians relied on for immediate patient care. Task: The objective was to challenge the exclusivity of the "X" Company contract to restore vendor choice and improve patient access. This required mobilizing medical professionals and leveraging political influence to force a program review. Action: - Coalition Building: My partner and I identified and recruited nearly 50 pediatricians who were dissatisfied with the delivery-only model and the lack of vendor options. - Political Engagement: We engaged with a Tennessee Senator to gain legislative oversight and secured a Congressional committee room in Nashville for a high-level conversation. - Strategic Execution: We organized a formal meeting where our company's COO and a key pediatrician helped us present the clinical and operational flaws of the "X" Company's model to a panel including the TN Medicaid liaison, attorneys, and "X" Company's program manager. - Persistent Advocacy: Following the meeting, We coordinated numerous follow-ups via the Tennessee Senators’ office to ensure the state felt continuous pressure to allow consignment vendor participation. Result: The pressure was successful; "X" Company was forced to open the program to other vendors. Furthermore, the delivery-only model proved unsustainable—the program failed within months, the state contract was cancelled, and "X" Company eventually shuttered the program entirely across all states, restoring the competitive landscape for companies like NebDoctors.
Crisis De-escalation
Providing patient advocacy
Situation: Early in my career, I worked in a pharmacy setting where we served patients with complex needs. A regular patient with schizophrenia was dropped off by his transport bus in a state of crisis. He had missed his scheduled medication doses and was completely out of refills. He was loud, visibly distressed, and unable to regulate his behavior, which caused significant fear among the other customers in the store. ​ Task: My goal was to ensure the patient’s safety, de-escalate the environment for the other customers, and secure the necessary medication to stabilize the patient—all while preventing a potentially volatile situation with law enforcement. Action: - Direct De-escalation: While a bystander called the police out of fear, I stepped in to manage the patient directly. I used an empathetic, calm tone and active listening to validate his distress rather than reacting to his volume. - Coordinated Intervention: I worked in tandem with the pharmacist, who immediately contacted the patient's provider on-call to authorize an emergency prescription. - Conflict Mediation: When an officer arrived on the scene, I took the lead in communicating that the situation was under control and clinical in nature, rather than a criminal matter. I acted as a buffer to ensure the patient was not unnecessarily agitated by a police presence. - Care Continuity: I stayed with the patient until the medication was ready and he had taken it, remaining on-site until his return transportation arrived. Result: The situation was resolved peacefully without any injury or arrest. The patient received his life-sustaining medication, the other customers were reassured, and the pharmacy was able to return to normal operations. The officer left without needing to intervene, thanks to the proactive management of the crisis.
"Big Win"
Delivering a needed service
Situation: "Y" Company, a major products manufacturer in Chattanooga with over 450 employees (at the time), was currently utilizing a competitor for their supplemental insurance coverage. They were a "cold" prospect with an established relationship elsewhere, making them a difficult account to break into. ​ Task: My goal was to unseat the incumbent provider and secure Aflac as the exclusive supplemental insurance carrier for the entire 450+ person workforce. This required moving past the initial gatekeepers to reach the decision-makers in HR. Action: - Persistent Prospecting: I initiated the relationship through cold outreach, successfully navigating the organization to secure an initial meeting with the HR Manager. - Relationship Development: After building rapport in the first meeting, I coordinated a second, more technical session involving my Regional Manager to address deep-seated concerns and demonstrate the superior value of our plans. - Strategic Collaboration: Recognizing the scale of the enrollment for 450 employees, I organized a team of representatives to assist with the rollout. - Negotiation & Incentive Management: A commission-sharing agreement was created with the assisting reps to ensure the enrollment was handled professionally and efficiently, prioritizing the long-term win over short-term solo gains. Result: We successfully won the contract, leading "Y" Company to terminate their existing provider in favor of Aflac. We executed a full-scale enrollment for over 450 staff members, significantly increasing our regional market share and establishing a high-profile "anchor" account in the Chattanooga area.
Relationship Building
Completing a Long Sales Cycle Goal
Situation: For 1.5 years, I had been building a relationship with the VP of Total Rewards at a large Health System. I had consistently positioned Identity Theft & Cyber Protection vendor as a critical supplemental benefit, but they hadn't yet committed. The situation changed abruptly when six of their MDs had their National Provider Identifiers (NPIs) hacked and used for fraudulent activities. Task: My goal was to move from a "vendor prospect" to a "strategic partner" by immediately solving the crisis facing their medical staff and leveraging that trust to secure a system-wide benefit rollout for their 6,000+ employees. Action: - Immediate Response: Upon receiving the call from the VP, I bypassed standard sales hurdles and had the Identity Theft vendor's CEO immediately contact her to begin, what turned out to be, a no cost remediation process. - Strategic "Value-First" Approach: The Vendor CEO updated me on how they planned to remediate the identity theft for all six MDs at no cost. This served as a "proof of concept" and demonstrated our commitment to the health system’s security. - Closing the System-Wide Deal: Once the immediate crisis was resolved and our effectiveness was proven, I pivoted back to the original proposal for a comprehensive supplemental coverage plan. Result: By solving a high-stakes problem for the leadership team for free, we earned total trust. The Health System authorized our solution/vendor to offer the supplemental coverage to their entire staff of over 6,000 employees. This transformed a long-term prospect into one of our largest regional accounts.
Navigating Regulatory Change in EMS Logistics
Being a Leader in Change
Situation: A significant change in Virginia state law shifted the responsibility of Controlled Substance procurement for Emergency Medical Service (EMS) agencies. Previously, EMS units operated on a "Drug Box Exchange" program where hospitals managed and refilled medications. Under the new law, EMS agencies were required to obtain their own Controlled Substance Registration (CSR) and purchase medications directly using their own budgets. Task: The challenge was that most EMS agencies were unprepared for this sudden transition to independent procurement and lacked the budgetary infrastructure or vendor relationships to do so cost-effectively. My goal was to partner with healthcare leadership and EMS Councils to develop a sustainable, cost-efficient purchasing strategy for this new mandate. Action: - Stakeholder Alignment: I collaborated with Riverside’s Chief Pharmacy Officer and several EMS Council Executive Directors to analyze the financial impact of the new regulations. - Strategic Sourcing: I identified and leveraged partnerships with McKesson (distributor) and Vizient/Premier (Group Purchasing Organization) to secure bulk-pricing benefits that individual EMS units couldn't access on their own. - Negotiation & Outreach: I pitched the benefits of this consolidated model to 11 regional EMS Councils, guiding them through the complexities of distributor/GPO contracts. - Education: Once the contracts were in place, I conducted training sessions for EMS leadership on how to navigate the GPO catalogs to ensure they could independently find vendors and maintain compliance with ease. Result: I successfully secured distributor and GPO contracts for 7 out of the 11 EMS Councils, providing them with a streamlined, cost-effective solution for medication procurement. The councils reported high satisfaction with the transition, and my training ensured they were self-sufficient in managing their new budgets and vendor relationships moving forward.
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