John Littleton Bio-Reference Laboratory's Schools

• Seton Hall University , Class of 1983 Bachelors in Politics

John Littleton Bio-Reference Laboratory's Affiliations

• St. Jude Childen's Hospital It has been an honor and privilege to donate my time and resources to the children of St. Jude Children's Research Hospital. Located in Memphis, Tennessee, St. Jude was founded in 1962 as a nonprofit medical research facility that treats children with cancer and other diseases. Of the many pediatric research hospitals available throughout the U.S., St. Jude is the only one that does not ask families without insurance to pay for treatment. St. Jude also assists with transportation, as well as food and lodging. Three housing facilities are available: the Grizzly House is used for short-term stays of up to two weeks, Ronald McDonald House accommodates patients for as long as three months, and Target House is usable for periods longer than three months. Much of St. Jude's success can be attributed to the close proximity of its research and treatment facilities: by including all facilities in one location, researchers and doctors are able to collaborate quickly on breakthrough procedures and studies. St. Jude also furthers its efforts via affiliations with dozens of hospitals throughout the United States. Through the use of St. Jude Domestic Affiliates Program, St. Jude has access to a span of clinics, universities, and hospitals that work toward the common goal of treating youth. A variety of charitable efforts, such as inscribed bricks, donations in place of wedding gifts or favors, and contributions on behalf of companies, are available. Visit StJude.org to learn more about donation methods that best suit you.

John Littleton Bio-Reference Laboratory's Publications

• John Littleton: Quest Diagnostics Incorporated, John Littleton August, 2010 John Littleton spent many years as a dedicated member of the team at Quest Diagnostics Incorporated, joining the company in 1989 as a Sales Representative. Earning numerous promotions in quick succession, John Littleton stepped into the role of Regional Vice President of Sales in 1996, a position that enabled Mr. Littleton to utilize his leadership skills. John Littleton has since moved on to focus on other professional pursuits, but his experience at Quest Diagnostics continues to inform his work today. One of the largest providers of laboratory services in the world, Quest Diagnostics also conducts clinical trials on pharmaceuticals in development, working with scientists and researchers as they prepare and evaluate potential new drugs. Playing a critical role in national health care, Quest Diagnostics employs a vast network of regional laboratories, acting as an ally for doctors and patients alike. Quest maintains over 2,000 patient service centers, many of which function 24 hours a day, 365 days a year. Approximately 150 million patients undergo diagnostic laboratory tests at a Quest facility each year, and the company works with half of all hospitals in the United States. Moreover, Quest Diagnostics has been involved with the science of biomarkers for decades. Recently gaining increasing attention in news media, biomarkers can help determine patients’ responses to certain medications based on their genetic coding. Physicians and other health care providers can employ this innovative diagnostic insight to develop the treatment plans most appropriate for their patients. Quest Diagnostics boasts CEO Cancer Gold Standard accreditation, a recognition of the company’s commitment to the fight against cancer. The recipient of numerous other awards for its contributions to modern medicine, Quest is also regarded as a wonderful place to work, garnering accolades from current and former employees. During his tenure with the organization, John Littleton dedicated himself to advocating the company’s admirable goals and supporting his professional peers. When Mr. Littleton moved on from Quest Diagnostics after an eight-year tenure, he departed with the knowledge that he had served as part of a team responsible for saving lives and advancing medical science.

• The St. Jude Children’s Research Hospital, John Littleton November, 2010 St. Jude Childen's Hospital By: John Littleton As a strong proponent of cancer research, I proudly support the ongoing efforts of the St. Jude Children’s Research Hospital. Founded in 1962 by entertainer Danny Thomas, St. Jude began with the belief that “no child should die in the dawn of life.” Headquartered in Memphis, Tennessee, St. Jude helped to revolutionize many of the treatment methods used by doctors when handling children with cancer. Since the establishment of St. Jude nearly 50 years ago, the survival rate for acute lymphoblastic leukemia has increased from 4 percent to 94 percent today. Well known as a beacon of cutting-edge research, St. Jude serves as a resource for many physicians when examining their most challenging cases. By encouraging a diverse array of research methods, St. Jude seeks to continually synthesize research results into new and innovative approaches for clinical diagnosis and treatment. Additionally, St. Jude operates a number of programs designed to educate and train the next generation of doctors, nurses, and researchers. For postdoctoral students looking for unique, research-based educational opportunities, St. Jude offers a limited number of fellowship openings per year. In addition to its role as a leading children’s cancer research facility, St. Jude also acts as a first-rate hospital that provides outstanding care to its patients. To help meet the needs of families, St. Jude offers a number of patient resources to aid in the treatment process, including social workers, psychologists, child life specialists, and chaplains. To better understand the mission of the hospital and what to expect from treatment, St. Jude also offers comprehensive educational materials for parents and children. As a nonprofit medical corporation, St. Jude (under the umbrella of the American Lebanese Syrian Associated Charities) operates a number of fundraising events to cover its expenses. Through events such as the St. Jude Classic golf tournament and the Dream Home Giveaway, St. Jude receives a significant amount of funding that allows it to continue its research operations. St. Jude also receives support from numerous student organizations, including Delta Delta Delta and Kappa Alpha Psi Fraternity, Inc.

• Using top-quality customer service principles to increase revenue January, 2011 by John Littleton As the Vice President of Sales for a business in the healthcare industry, I am responsible for all sales development for my company. During my time in this capacity, I boosted revenue and contributed to an overall growth in business. In my first half-year as VP, I raised profits by 17 percent. In order to achieve and retain a increased income, sales executives should review their customer service policies and evaluate what improvements can be made. First, it is extremely important to retain the customers that a business receives. This is easier than persuading a new individual to try a specific product, and previous clients are more likely to provide long-term business. By developing a customer complaint system that involves trained employees who are equipped to give service to each client that calls, e-mails, or writes, an executive contributes to the preservation of that customer’s business. Next, businessmen and women in the sales industry must be proactive about product defects. Offer a warranty or money-back guarantee on the products sold, and strive to implement these services before a customer asks for them. The perceived loss involved in issuing a refund will typically be combated by that customer’s repeat business. Lastly, make sure that each principle of excellent customer service is clearly defined for the company’s employees. Sales professionals should describe the qualities of a good customer service representative comprehensively, or write a policy for each employee’s evaluation. By implementing an unambiguous strategy, an executive can increase both customer satisfaction and revenue. Read more by John Littleton

• John Littleton on the Art of Negotiation: Prep Work (Part I of II), John Littleford May, 2011 In nearly three decades of overseeing sales and marketing operations at clinical laboratories and insurance providers, I have helped companies grow revenues and land million-dollar contracts. In my previous position as Vice President of Sales for BioReference Laboratories, my negotiation abilities helped the company boost sales revenues more than 700 percent over a 6 year period. As Vice President of Sales at Specialty Laboratories, I facilitated the launch of the company’s IPO while increasing sales 550 percent in 5 years. In my professional career, as in my everyday life, solid negotiation skills have served me well and allowed me to achieve my long-term goals. A good negotiator knows the importance of doing preparation work and properly vetting the other party, whether dealing with a car dealership, bank, insurance provider, or other entity. Before coming to the table, establish exactly what you want and how much you wish to compromise. In most situations, such as buying a car or setting up a mortgage, it helps to research typical market offerings to form realistic goals. Notably, the pre-negotiation phase probably represents the most important part of negotiating. During this time, a person can never do too much homework. Prior to sitting down with the other party, develop a solid understanding of any legal or technical terms you might need to know and determine who or what organizations regulate and enforce rules in the industry. Additionally, know the industry you are negotiating in. Read up on the latest news relevant to the product or service you seek. Check consumer protection Web sites for references made about the company or provider you are evaluating. During this phase, if you have not already, shop around and take the time to find out what constitutes a reputable and fair seller, as well as a company you want to remain in business with. John Littleton on the Art of Negotiation: Meeting Time (Part II of II)

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