Meroka is a clinician-owned medical group where physicians own and operate their practices independently. Our platform provides a pathway for generational transfer of ownership and provides support & scale advantages that traditionally were only available to large corporate health systems and private equity firms.

At Radiant Healthcare, we enable medical practices, health services companies, billing management companies, and clinician staffing agencies to transform critical processes across revenue cycle management, staffing and credentialing, and contact centers. Leveraged with our specialized business process outsourcing services, our expertise enables us to manage medical billing securely and safely, effectively resource clinicians, seamlessly integrate EMR, and sharpen customer service communications channels.

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Currently, I teach the Challenges of Healthcare course in the MBA@UNC program.

Led leadership development, clinician well-being, clinical best practices, and inspired engagement.Chair, Envision Health National COVID-19 Response: Selected as the co-chair to lead the COVID-19 response.Lead, Enterprise Clinical Communication Strategy: Designated as executive lead to develop the clinical communication strategy, designing and implementing the clinical communication channels such as town halls, newsletters, champion networks, informing external public relations content, and interfacing with media.Co-Executive Sponsor, Diversity, Equity, and Inclusion: Selected as co-lead for Envision's DEI initiative, reporting to the Chief Executive Officer tasked to develop and build a comprehensive DEI infrastructure

Oversee the operational efficiency, quality outcomes, and strategic direction of Envision’s largest service line with over 675 emergency departments in 46 states, more than 10,000 clinicians, and 13 million annual patient visits. - Co-Chair, Envision Health National COVID-19 Response: Selected as the co-chair to lead the COVID-19 response. - Lead, Enterprise Clinical Communication Strategy: Designated as executive lead to develop the clinical communication strategy, designing and implementing the clinical communication channels such as town halls, newsletters, champion networks, informing external public relations content, and interfacing with media.- Executive Sponsor, Diversity, Equity, and Inclusion: Selected as co-lead for DEI reporting to the Chief Executive Officer tasked to develop and build a comprehensive DEI infrastructure

Provide administrative oversight for EM/HM and critical care services with a responsibility of over 650k patients annually. Identify and implement business development, communication, and corporate strategy, expanding Envision’s portfolio and client hospitals’ regional footprints. Chair national committees on revenue cycle management, on-boarding, and global health humanitarianism. Oversee the financial health of 18 emergency departments, 1 observation unit and 1 hospitalist services, leading over 250 physicians and clinical support staff. • Partner with hospital clients to identify solutions and implement strategies in quality improvement, work-force management, and operational efficiencies.• Play critical role on the business development team, identifying new clients, making sales presentations, reviewing pro-formas and business plans. • Collaborate closely with the recruitment team and other departments such as marketing, HR, operations and finance to improve recruitment and retention achieving a current recruitment rate of 94% in the mid-Atlantic.

Led a premier group of physician and physician extenders at 7 hospitals in Virginia, NJ and NC with a collective annual patient volume of 300000 patients. The hospitals included Sentara Northern Virginia Medical Center and Sentara Lake Ridge Emergency Department (two community hospitals), St. Michaels Medical Center in Newark, NJ, Sentara Careplex and Sentara Port Warwick in Newport News, VA, Sentara Halifax in South Boston, VA and Sentara Albemarle Medical Center in Elizabeth City, NC.

Oversee strategic growth activities, targeting talent recruitment and management for newly hired physicians and mid-level providers. Focus on national and state conferences to recruit mid-level providers and physicians. Increase exposure by presenting grand rounds lectures to emergency medicine residency programs in the Midwestern and Northeastern United States.

Led a team of dedicated practitioners in an urban emergency department, guiding over 30 emergency medical providers in assuring excellence in patient care. Expanded the team by recruiting 4 board-certified emergency medicine physicians and 5 full-time physician assistants. Raised performance metrics at the departmental and hospital level through new quality improvement programs. Supported a 4-year re-accreditation of the certified medical education program. Introduced a comprehensive departmental peer review process. Partnered with hospital leaders to drive strategies for turning around poor operational metrics and increasing efficiency in patient treatment, resulting in high-level growth in operational and quality metrics. Cut departmental operational expenses, leading to higher profitability. Optimized throughput while reducing the rate of those left without treatment. Boosted annual volume dramatically to 56,000. Generated 30% growth in ambulance traffic. Elevated physician and mid-level provider productivity by 34%. Cut admission length of stay by 32%.

Key leader in the Emergency Department, coordinating operations and strategy for a department serving 42,000 patients annually. Provided assistance to the Site Medical Director. Delivered patient care and treatment as an emergency medicine physician. Assisted in the development of the Emergency Department Observation Unit, encompassing 8 beds total. Defined clear, standardized departmental protocols for sepsis, stroke, pneumonia, and acute MI. Pioneer behind several successful continuous improvement programs.

Directed regional initiatives focused on raising operational quality and patient satisfaction, with a full suite of strategies and processes designed to improve throughput, raise the number of patients seen per hour, and optimize length of stay. Turned around the hospital’s poor reputation and low quality metrics. Launched a departmental marketing campaign. Fostered adoption of best practices for sepsis treatment among regional hospitals through comprehensive coaching and education. Provided support and insight to the Executive Vice President of the North Division, and the Site Medical Director

As internal company locums physician, respond to needs for emergency medical services in regional and divisional emergency departments, offering expertise, medical care, and assistance at over 20 hospitals in over 10 states.