Customer Care Rep

Introducing Patterson's New Chief Compliance Officer: Sarah Foley. Sarah Foley was recently promoted to her role as Patterson Companies' Chief Compliance Officer. To help everyone understand her vision for this role and learn more about Sarah (the person), Patterson Companies, Inc. asked her some questions about the broad topic of "compliance." In this Q&A, she shares her perspective on building a strong ethical culture and how compliance serves as a foundation for trust and excellence across its organization. Can you walk Patterson Companies, Inc. through your work experience up until this point? My career has spanned global law firms and multinational corporations, blending deep legal and regulatory expertise with hands-on compliance leadership. I began my journey in the white-collar defense practice groups of top law firms in Washington, D.C. and New York City, where I advised clients across diverse industries facing government investigations. My work centered on helping these companies design and implement strong compliance and regulatory programs that not only resolved investigations but also built lasting cultures of integrity. From there, I transitioned in-house to lead compliance initiatives at Weatherford, a global oil and gas company, and later at The Hershey Company. In both roles, I was tasked with strengthening and expanding existing compliance frameworks across complex international operations. This work took me to more than 35 countries, where I developed and implemented programs and teams that supported ethical business practices around the world. What are you most excited about in this role? I'm thrilled to be leading its compliance and regulatory team as Patterson Companies, Inc. partner with the business to navigate an increasingly complex regulatory landscape. Its mission is to offer clear, practical guidance that helps the business move forward confidently while anticipating and preventing risks before they arise. Patterson Companies, Inc. is focused on showing that compliance isn't just about rules - it's a real driver of smart, sustainable growth. And with the recent integration of compliance, regulatory, and legal into one unified department, Patterson is better positioned than ever to deliver seamless, strategic support for its commercial goals. What does "ethical culture" mean to you, and why is it essential to the long-term success of a company like ours? Ethical culture to me means a set of shared values and behaviors that guide employees and leaders to make decisions that are compliant, fair, and aligned with the Company's principles. It's not only about following laws or compliance rules - it also includes creating an environment where people want to do the right thing. * Bolstering its corporate brand and reputation to retain and attract customers and business partners that want to work with a trustworthy organization. * Driving employee engagement, especially when they feel respected and aligned with the Company's values. * Discouraging misconduct, which helps Patterson Companies, Inc. avoid fines, legal matters, reputational damage, and regulatory scrutiny. * Encouraging better decision-making and empowering employees to make decisions that lead to consistent, sustainable outcomes. * Supporting collaboration and innovation through open dialogue among its employees, which is critical for long-term adaptability and success. How can leadership team's model ethical decision-making in day-to-day business operations? Modeling ethical decision-making strengthens the organization from the inside out. If a potential business decision conflicts with Patterson's compliance, legal, or regulatory standards, it's a sign to pause and reassess. It's important for all of Patterson Companies, Inc. to be open about challenges and mistakes - raising questions and concerns builds credibility and continues to foster a corporate culture where honesty and integrity is the norm. Good ethics equals good business, and that enables long-term success for Patterson. How do you balance the need for compliance with the realities of business performance and growth? I strongly believe that Patterson Companies, Inc. don't need to choose compliance over business performance and growth. Rather, it's about integrating compliance into the business so that it enables performance instead of restricting it. When its team understands business objectives, it can develop solution-forward guidance that helps the Company achieve goals safely and efficiently. In my view, compliance can help shape growth instead of stifling it - and there are ways that its team can support the Company in a manner that manages risk without overregulating the business.

Patient Square Capital completed the acquisition of Patterson Companies for $4.1 billion. Patterson was advised by Guggenheim Partners, Eversheds Sutherland, Taft Stettinius & Hollister, and FGS Global. Patient Square was advised by Citigroup, UBS, Wells Fargo Securities, Greenberg Traurig, Kirkland & Ellis, Latham & Watkins, Stikeman Elliott, and Prosek Partners. Debt financing was provided by Citigroup, UBS, and Wells Fargo Securities.

In conjunction with the closing of the acquisition, Patterson is pleased to announce the appointment of Robert Rajalingam as the new Chief Executive Officer of Patterson.