Board Bio
Vice President, Operations & Transformation
Executive Summary
Olivia Ramandanes is an enterprise operations executive known for transforming underperforming organizations, integrating multi-site systems, and building disciplined operating models that support sustainable growth. Her leadership spans healthcare, manufacturing, and complex service environments, where she has strengthened governance, improved alignment, and delivered measurable operational and financial results.
Olivia brings a pragmatic operator’s lens to Boards—grounded in accountability, structure, and execution. She brings deep experience in system-wide transformation, post-merger integration, analytics-driven decision-making, and restoring operational health in fragmented organizations.
Full Board Biography
Olivia Ramandanes is a senior operations executive with deep expertise in enterprise transformation, organizational design, and multi-site operations. She specializes in stabilizing complex, underperforming systems and building disciplined operating models grounded in clarity, accountability, and measurable performance.
With experience across healthcare, manufacturing, and integrated services, Olivia has led restructuring efforts across 20–50 locations, redesigned inherited workflows, and built scalable operating systems that improve efficiency and execution. Her work includes large-scale procurement and operations rebuilding, analytics and forecasting optimization, post-merger integration, and multi-site process standardization.
Throughout her career, she has delivered significant, quantifiable outcomes:
- Cleared $18M in outstanding obligations, improving liquidity and financial transparency
- Improved forecast accuracy by 34% through redesigned SIOP processes
- Captured $11.2M in merger synergy value in the first integration cycle
- Reduced operating expenses by 14% through organizational realignment
- Increased reporting accuracy and visibility by 47% through system consolidation
- Lowered inventory volatility by 29%, reducing risk and improving cash instability
Olivia is often engaged at critical inflection points—including leadership transitions, M&A activity, rapid growth, and system-wide dysfunction. Her approach is direct, structured, and grounded in operational reality. She quickly identifies core issues, aligns leadership teams, stabilizes performance, and builds long-term operating discipline.
Her leadership spans procurement, contracting, shared services, analytics, workforce alignment, facilities, and multi-site operations. She regularly establishes governance frameworks, decision rights, leadership cadence, and enterprise reporting systems.
Boards and executive teams rely on Olivia to bring clarity, structure, and stability while building organizations capable of scale. She is a frequent contributor to executive publications including CEO Quarterly, CXO Dispatch, Randlesham Review, and New York Executive Weekly.
Olivia offers Boards a rare combination of operational depth, transformation leadership, and cross-functional enterprise expertise—making her a strong asset to organizations navigating complexity, disruption, and growth.
Board Competencies
Enterprise Leadership & Transformation
Multi-site operating model design
Turnaround and stabilization
Organizational restructuring
Leadership alignment and governance
Financial & Operational Oversight
Cost optimization
Forecasting & analytics
Operational performance visibility
Capital allocation discipline
Governance, Risk & Compliance
Decision rights
Internal controls
Enterprise risk management
Audit and accountability structure
Technology-Enabled Operations
System consolidation
Workflow digitization
Reporting & visibility tools
Data-driven forecasting
M&A Integration
Post-merger operating model design
Synergy capture
Cultural integration
Functional alignment
Industry Experience
Healthcare & Integrated Delivery
Manufacturing
Multi-site Operations & Shared Services
Technology-Enabled Services
Business Services
Rapid-Growth or Turnaround Environments
Leadership Philosophy
“Organizations don’t fail because people aren’t trying. They fail because operating systems are unclear, inconsistent, or outdated.”
“If you want predictable performance, you need predictable systems — clarity, cadence, and accountability.”
“Transformation isn’t a project. It’s a leadership decision.”
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