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Patterson Companies appoints Gregg Kunes as Chief Digital Officer. * March 27, 2026 Patterson Chief Digital Officer Gregg Kunes has officially joined Patterson Companies to lead its digital transformation strategy. The company confirmed these leadership moves to strengthen innovation and accelerate growth. The Patterson Companies have announced the appointment of a new Chief Digital Officer, namely Gregg Kunes. The company seeks to improve its digital skills as well as increase its technology-based activities. Furthermore, the appointment shows the company's continued commitment to digital transformation and modernization. The new Chief Digital Officer will directly report to the company's Chief Executive Officer, namely Robert Rajalingam. He will also oversee the company's overall digital strategy as well as its execution. The new Chief Digital Officer has more than 20 years of experience in digital transformation as well as global operations. He was previously the head of global digital commerce at Thermo Fisher Scientific. There, he led digital channel development across 12 business units. Furthermore, he executed one of the industry's largest global software transformations. Before that, Kunes worked at Amazon as a division leader. He successfully built and managed a digital games and software portfolio from the ground up. Therefore, his experience spans both e-commerce and enterprise digital ecosystems. "We are thrilled to have Gregg join the team at Patterson. Gregg's previous success in delivering innovative and scalable solutions made him the right fit for the role," said Robert Rajalingam, chief executive officer."Patterson is investing in our ongoing digital transformation, and with Gregg now leading that effort, we feel optimistic and excited for this next chapter in the company." Looking forward to his new role, Kunes said, "I'm immensely grateful to join a company like Patterson that is rooted in strong values and committed to the success of their customers. My focus will be on finding ways we can move faster and work smarter to deliver world-class customer experiences in our markets. Digital transformation will be at the core of how we approach making our customers successful." Gregg Kunes background and leadership experience. Gregg Kunes originally comes from Ohio. He earned a master's degree in business from The Ohio State University's Fisher College of Business. In addition, he holds a BSE double major in business and chemical engineering from the University of Cincinnati. Currently, Kunes lives in Pittsburgh, Pennsylvania. Outside work, he actively spends time with his family and coaches youth sports. He also enjoys playing golf and fishing. Moreover, Kunes contributes to social causes through his board role at Autism Speaks in Pittsburgh. He has also developed AI-based solution tools to support children and families dealing with autism. For more stories on technology leaders shaping the future of enterprise solutions, visit its CXO Insiders.

Patterson Companies has appointed Gregg Kunes as chief digital officer to lead the company's digital strategy. Kunes brings over 20 years of experience, most recently serving as head of global digital commerce at Thermo Fisher Scientific, where he led digital channel optimisation across 12 business units and executed the industry's largest global software transformation. Kunes previously worked at Amazon, where he built and led a digital games and software portfolio. He holds a master's degree in business from The Ohio State University's Fisher College of Business and a BSE in business and chemical engineering from the University of Cincinnati. The appointment reflects Patterson's commitment to digital transformation as the company seeks to enhance customer experiences across its dental and animal health distribution business in North America and the UK.

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.