NFL Hall of Famer & Corporate Executive
Leading the Way
In 1968, while playing the San Francisco 49ers, former Chicago Bears running back, Gale Sayers, was running a half back sweep to the left. A jarring tackle busted his knee and he was out for the season. The hit seemed to come out of nowhere. Although his linemen tried to protect him, they could not repel all of the tacklers with their sights trained on Sayers. Would his professional football career be in jeopardy?

Sayers recovered from the major knee injury, returned to the gridiron, and earned the NFL’s Comeback Player of the Year Award in 1969. Looking back on his football career, Sayers cherishes the Comeback Award even more than his 1977 Pro Football Hall of Fame induction. Gaining entry at the age of 34 made him the youngest member of football’s most prestigious club.

Today, signs of another dramatic comeback are obvious—this time on the competitive playing field of technology.

It was in 2003, after building a $300 million technology company that Sayers watched his business legacy get gang-tackled by an industry downturn. A credit crunch, and a fair-weather supplier added to the problems. Yet, in his own words, “A departure from the game plan that had made us successful ultimately supported our failure.”

The Hit | Like other value-added technology resellers, Sayers had relied on credit terms from manufacturers and distributors to finance and to expand his business. Technology flourished in the mid-to-late 90s; credit was abundant. He secured credit from banks and vendor partners like IBM. Adding to the good times, technology spending in corporate America surged as a result of a robust economy. Between 1997 and 2000, his revenues quadrupled and he used his available capital to invest in professional services and to open up new and strategic locations across the country.

In hindsight, some of the decisions were strategic, and others were more opportunistic moves. “It was hard not to make money in those years,” observed Sayers' partner of twelve years, Jim Martin. “As we reflect back, there were times we exploited chances offered by immediate circumstances without reference to the greater plan. Growth can mask a lot of issues.”

Then it happened. The economic downturn hit the entire nation. Technology spending was sharply reduced. Sales for technology providers, like Sayers, suffered with the downturn. With credit tied to trade receivables, the banks and manufacturers quickly and dramatically reduced their credit lines. With shrinking sales and tight credit, profits evaporated in a hurry.

Sayers and his team responded to the crisis as best they could by cutting expenses, negotiating with creditors and restructuring their finances. Would this be enough to save his business? Sayers recalls the low point of the experience. “Last summer, I did a lot of soul-searching. I had just turned 60 years old, and was wondering if it would be worth the effort to fight through this. Then I remembered the injury in ’68. I was in the prime of my career, and, like a lot of gifted athletes, I felt a sense of invincibility. In the 90s, a lot of companies had that same sort of attitude, particularly in technology. Then, reality set in.”

The Comeback | At Sayers’ firm, there were many casualties of this economic meltdown—employees lost their jobs; and creditors not being paid on time. After adjusting expenses to anticipated revenues from a core group of customers, Sayers returned to profitability quickly despite restructuring fees paid to lawyers and consultants.

Sayers secured $40 million in third party financing that provided a financial underpinning the company had been missing. This financing circumvented the need for credit terms from vendor partners. Sayers also paid off a $23 million bank credit line. All this, and he still came up short. It was not enough. Despite having a detailed plan to repay IBM and all other creditors out of future profits, IBM, Sayers’ business partner for more than 12 years, made the decision to liquidate his business. IBM was the only junior secured creditor. Today, the liquidation of the old company is complete.

This was a major blow for the two-time University of Kansas All-American to accept. “I was so surprised because we were profitable, had new financing, and had put together a plan to pay back creditors. But I wasn’t just surprised, I was extremely disappointed because I had been a business partner with IBM for so many years.”

When Gale Sayers was injured, people rallied around him. Most notable was Sayers’ teammate and roommate Brian Piccolo, whose inspiring friendship was made famous in the made-for-TV movie, “Brian’s Song.” This time, when Sayers’ business was hurting badly, a new set of supporters emerged … led by Jim Fitzgerald. “What I discovered during our restructuring was that the most enduring and valuable form of capital is customer capital. When I met with customers and they told me that they wanted Sayers to win, that they valued our service and wanted to stay with Sayers, it gave me the energy and resolve to rebuild our business. When I realized that the service and hustle we provided to and for our customers, since starting my business in 1984, was really appreciated, I knew that our value proposition was powerful and that the effort would be worth it. I am amazed by the durability of strong and committed customer relationships.”

Customers rallied around the “Kansas Comet.” His management team, his employees, key vendors like Hewlett-Packard and Sun Microsystems, and the community stepped up as well. Not accepting failure, Sayers launched a new company, smaller and more focused, and it recalled his Chicago Bears’ identity. Sayers40 was born.

The New Game Plan | As Sayers examined the characteristics of his best customers, he saw a common theme. They sought customized technology solutions, and they embraced diversity. These characteristics formed the strategic foundation for the new Sayers40, a certified minority-owned business enterprise. “The slogan of Sayers40 is ‘Built Around You’ and it reflects the company’s crisp strategy and the ‘Sayers Service Advantage’ which means that every solution is developed to fit the specific needs of our customers, and that old-fashioned hustle is never out of style. We promise each customer a personalized experience. All of our guiding actions, large and small, deliver on this brand promise,” noted Sayers. Adds Al Bibergall, Vice President of Sales and Business Development, “We are directing all of our sales and marketing efforts to diversity-sensitive organizations who want customized solutions. That’s our sweet spot, and if you’re looking for price rather than ROI, you probably should look elsewhere.”

TMSDC Works | As a certified minority-owned business, Sayers’ association with the Tennessee Minority Supplier Development Council (TMSDC) goes back more than 20 years. “I was a rookie in the technology industry and TMSDC took me under their wing, introducing me to the ‘who’s who’ in the Tennessee marketplace who would value our customer service and ultimately become new business clients. In the early days, we were a computer supply house and not terribly sophisticated, but TMSDC thought that our service was differentiating and began making connections that count.” Sayers’ business today is much more contemporary. He has not wavered from his service ethic and has remained personally committed to advancing the initiatives of TMSDC and the national network of the National Minority Supplier Development Council (NMSDC). His company is certified with over 20 other affiliated Supplier Development Councils, and is a new member of NMSDC’s Corporate Plus Program.

Unselfish Teammates | Bringing buyers and certified minority suppliers together is what the TMSDC does best. Cheri Henderson, TMSDC’s Executive Director, invited Sayers to the first annual golf tournament planning meeting in the summer of 2001 and introduced him to Jim Fitzgerald, Senior Vice President of Supply Chain Operations for Nashville-based HCA, one of the nation’s largest healthcare organizations. The two shared a commitment to diversity, TMSDC and to golf, which resulted in their consent to co-chair the annual Golf Classic for TMSDC, a phenomenal success every year. Both received the 2004 Impact of the Year Award for extraordinary contributions to and exclusive influence of TMSDC.

This marked the beginning of a valuable friendship and an incredibly successful professional relationship. After spending more time together at various TMSDC events, and rounds of golf whenever schedules permitted, they learned of a possible business opportunity between them that had the potential to bring great benefit to the future of healthcare. That opportunity was to significantly improve patient safety. They shared ideas on how a Sayers40/HCA partnership could improve patient safety through a contemporary technology — a rather awesome undertaking.

The patient safety problem was articulated in November 1999, when the Institute of Medicine (IOM) released a report, "To Err is Human," suggesting that 45,000 to 98,000 people die each year because of treatment errors in U.S. hospitals. The public and professional response to this report was widespread and dramatic. In 2000, HCA began its in-house Patient Safety Initiative focusing on the most prevalent source of errors: ordering, dispensing and administering medications.

Part of HCA’s industry-leading patient safety effort, Electronic Medication Administration Record (eMAR) & Bar Coding, uses wireless bar-coding technology to ensure that the right medication is delivered to the right patient, at the right time, through the proper means, and in the correct dosage. The system includes individually packaged and coded medications, mobile scanners, bar-coded patient wristbands, and electronic medication records. Success required that the eMAR & Bar Coding technology platform perform flawlessly.

The Dynamic Duo | HCA needed a trusted and reliable partner who could act as a single supplier and integrator for the initiative as well as provide continuity and stability. Thus, entered the dynamic duo of Sayers and Fitzgerald. In addition to his executive management position at HCA, Jim Fitzgerald is President and CEO of HealthTrust Purchasing Group (HPG), a $5 billion purchasing organization responsible for the procurement of all products and services for HCA’s 250+ facilities. HPG, including their 600 non-HCA organizations, negotiates with the nation's leading suppliers to provide member facilities with the highest quality supplies, equipment, and other services at the most competitive prices through national supply agreements.

HCA’s mobile computing
‘carts’ used in eMAR
& Bar Coding.

In April 2002, Sayers40 was awarded the prime-contracting role to support HCA’s eMAR & Bar Coding Project, a role that includes the procurement of hardware, integration, testing, quality assurance, and the deployment of the eMAR solution to HCA hospitals. As the integrator for HCA’s eMAR & Bar Coding initiative, Sayers40 is the link between HCA and the seven external suppliers whose technology is customized into mobile computing stations at the patients’ bedside for nurses to ensure the safe administration of medications.

The mobile computing ‘carts’ used in eMAR & Bar Coding are assembled and tested by Sayers40 engineers before they are shipped to an HCA facility. Sayers40 quality assurance process ensures the ‘carts’ are ready for deployment when they arrive at the hospital. “This aspect of the program is critical, because each facility has committed to a particular ‘Go Live’ date, and any equipment failures delay the deployment of this important patient safety program,” stated Noel Williams, CIO and Senior VP of IT&S at HCA. Sayers40 also assists HCA in troubleshooting, retrofitting, and adjustments that occur in the field after delivery.

“As the HCA cart configurations evolve, Sayers40 will keep the units technologically up-to-date helping the HCA eMAR and Bar Coding management team to meet its commitments to the hospitals. Adds Sayers, “It’s more than technology; it’s customized technology. It’s about facilitating risk management and improved patient care.” Barcode assisted medication administration is fully implemented in nearly 90 per cent of HCA’s hospitals, and Fitzgerald expects it will be in all HCA hospitals by early 2005. This system provides a greater level of assurance to patients, and the medical staff about the safety of medication administration.

“I think Gale will agree that the HCA relationship
has been very beneficial to his company’s overall success...”
- Jim Fitzgerald

Best estimates indicate that this kind of technology is only available in about one percent of US hospitals. “The Sayers40 partnership has assisted HCA in accelerating the roll-out of this error averting technology,” said Dr. Frank Houser, Corporate Medical Director and Senior Vice President for Quality at HCA. Jim Fitzgerald notes the importance of TMSDC. “The Sayers40/HCA partnership could not have occurred at a better time. Not only does the TMSDC shine a new light on the vitality of diversity, but it also allows for networking opportunities such as this one that eventually leads to a solution that is improving the quality of patient care.” Fitzgerald further states, “The relationship between Sayers40 and HCA would probably not have happened if not for Cheri Henderson and TMSDC.” Today, HCA enjoys great support from Gale Sayers and his company on one of its most important strategic initiatives, Patient Safety. “I think Gale will agree that the HCA relationship has been very beneficial to his company’s overall success and all parties are benefiting— our respective customers, suppliers, and society at large,” Fitzgerald asserted.

Still Running, Still Scoring | Fit as ever, and still at his playing weight of 200 pounds, Sayers is exuberant about the future. “I really like our forward strategy. It’s clear and it’s all about the customer. We are so focused and aligned right now. Just like a football team, you get closer when you go through the tough times. You also find out whom you can count on.” Then it was Brian; now it is Jim. “I cannot tell you how energizing it is to have the commitment of customers, vendors and diverse communities. They gave us a second chance and we’re running with it. We, too, appreciate the great opportunity with Jim Fitzgerald and HCA and applaud their support of our new partnership and to supplier diversity. It’s a win-win, that’s for sure,” acknowledged Sayers.

Sharing Joint Aspirations | It's clear that the dynamic duo of Sayers and Fitzgerald share joint aspirations. This partnership continues to gather momentum. The result has been tremendous, creating stronger bottom lines and wider market shares. For certain they are regarded as business visionaries. And with the same agility as that of Sayers on the gridiron, Fitzgerald's capacity for winning the respect and admiration of those he leads is enviable. "HCA has worked very hard to create a business culture of inclusion. This shared philosophy was the impetus in the creation of Sayers40/HCA", Fitzgerald states. For Sayers and Fitzgerald, this business decision makes them true Olympians in the arena of corporate joint ventures.

And all YOU have to do is watch his highlight film to realize that nobody can run like Gale Sayers. And all YOU have to do is meet him to know that nobody is as committed to diversity as Jim Fitzgerald.