Arrowhead Regional Medical Center is a 456-bed university-affiliated teaching hospital and public Safety Net Hospital for the 2.2 million residents of San Bernardino County. With 5,000 FTEs and an operating budget of nearly $1B, Arrowhead Regional Medical Center operates the Edward G. Hirschman regional burn center, the Dev A GnanaDev level 1 trauma center, comprehensive stroke center, a behavioral health center, and four family health centers. ARMC also provides more than 40 outpatient specialty care services. ARMC is the primary teaching hospital for the California University of Science and Medicine (CUSM).Reporting to the Board of Supervisors, responsible for the overall strategic and operational direction of the health system.

Responsibilities include the strategic and daily operations of the medical center including executive oversight of ancillary (respiratory, rehabilitation, medical imaging, pharmacy, laboratory) and support services (clinical nutrition, food services, environmental services, plant operations, security, emergency management, telecommunications, information management, clinical informatics, health information management); ambulatory care services; strategic planning; marketing/public relations; construction and space planning; patient experience; population health management; call/referral center, patient registration, legislative affairs and resource management. Acted as the interim Director of Public Health for San Bernardino County from Feb 2021 - September 2021 and was responsible for the overall county-wide COVID-19 response, resulting in over 30 innovation awards.

Adjunct professor for the Masters in Health Administration (MHA) program, teaching Healthcare Strategy and Marketing

Guest Lecturer in the Masters of Health Administration Program

Opened in January 2016, University Hospitals Avon Rehabilitation Hospital is a state-of-the-art acute rehabilitation hospital owned through a joint venture between University Hospitals of Cleveland and Kindred Healthcare.Responsible for the overall strategic and operational growth of the hospital focusing on strong clinical outcomes, financial stewardship and organizational alignment. Key Accomplishments: - Ranked in the Top 10 percent in the nation for quality outcomes - Awarded 2018 Top Performing Hospital Award - 18 percent annual growth rate in admissions since hospital’s opening. - Year-over-year positive EBITDA swing of 19.9 percent resulting in a 9.9 percent positive to budget bottom line. Resulting in a 20.5 percent margin in 2018. - Developed clinical processes in conjunction with the hospital’s medical staff and nursing departments to yield a 25 percent reduction in readmissions year-over-year - Implemented strategies for hospital’s long-range success through physician integration, referral development, and service alignment. - Developed interdisciplinary clinical protocols focused around quality outcomes and high reliability care, focusing on key metrics around re-admission rates, infection prevention, and length of stay and inpatient stay efficiencies. Year-to-date readmission rates are less than ten percent, infection rates are below one percent, and all key performance indicators at or exceeding national benchmarks, including length of stay efficiency scores doubling the nation. - Implemented patient satisfaction strategy through team work and accountability, yielding strong results at the 86th percentile ranking for overall score and 90th percentile ranking for willingness to recommend. Average mean score in all categories between 89-95. - Negotiated and executed contracts around ancillary services and professional service for efficient operations streamlining services across several hospitals.

Good Shepherd Penn Partners is a joint venture between Penn Medicine and Good Shepherd Rehabilitation Network, and the official post-acute care provider for the entire Penn Medicine network. As the Administration/Chief Executive for the Penn Institute for Rehab Medicine, my responsibilities include providing the day-to-day leadership and management of the 58-bed inpatient rehab hospital, as well as serve as a liaison between all inpatient rehabilitation stakeholders, including governing bodies, clinical staff, patients/families and the community.Key Accomplishments:- Turned around hospital operations yielding an increase the hospital’s operating margin by 7.0 percent within the first year from a negative 2.0 percent to a positive 5.0 percent, less bad debt, through decreasing operating expenses around purchased services, supplies and productivity management. On target to achieve a 4.0 percent operating margin in fiscal year 2016. - Developed clinical integration strategies between Penn Rehab and medically complex service lines at Penn Medicine including, heart failure/cardiovascular services, transplant, and orthopedics to improve overall patient care, continuity of services, and in-system utilization yielding increased volume and referrals. - Increased volume and average daily census by 65 admissions and 3.75 ADC in FY15 through physician and stakeholder relationship building. - Improved patient satisfaction by 37 percentile points through increased rounding, employee engagement and implementation of The Studer GroupTM customer service principles. - Reduced re-admissions to an acute setting through re-design of the patient care delivery model in the rehabilitation setting and increased physician consulting services.

A healthcare management consulting firm focusing on strategic, business & financial planning, physician-hospital alignment, and valuation services. Responsibilities include strategy development around physician-hospital alignment; accountable care; community need; multi-hospital planning; master facility planning; and medical staff development.

Chestnut Hill Hospital is a 160-bed acute care teaching facility located in north-west Philadelphia. It is a joint venture between Community Health Systems, Inc. and the University of Pennsylvania Health System. Responsible for ancillary and support services, corporate compliance, construction management, emergency management and customer service. Managed eight direct reports, with oversight for 200 FTEs and an operating budget of over $45MKey Accomplishments: - Redesigned workflow and redeployed staff to maximize productivity within assignment departments, driving it from 85% to nearly 100% across departments based on CHS metrics - Led planning and design of $35M facility expansion that included new ER, ICU and operating suite. Additionally, managed on-time and on-budget construction of $2M MRI suite, and $1.8M multi-function interventional radiology lab - Developed new wound care service line. Identified need, designed and initiated construction on 4,000-square-foot Comprehensive Wound Care Center with Hyperbaric Medicine - Increased revenue by 30% year-over-year within physical and occupational therapy - Grew sleep medicine volume 24% by changing physician referral policy - Renegotiated contracts that reduced expenses in environmental services by $219K annually. - Improving employee satisfaction scores by 7% overall (“very satisfied”) - Increased annual revenue by $150K in vascular services - Increased number of patient visits to ER by 300 year-over-year after developing strong relationships with ambulance companies - Utilized Studer™ principles to drive 2% gain in patient satisfaction scores—to “very satisfied” overall score

Phoenixville Hospital- a subsidiary of Community Health Systems, Inc (CHS) (Franklin, TN) is a 143-bed acute care hospital serving residents of Chester and Montgomery Counties, Pennsylvania. Responsibilities included construction management, environmental services, dietary and emergency management.Key Accomplishments: - Successfully managed hospital’s relationships with its resident neighbors during two-year construction project, ensuring that concerns about noise, traffic and parking didn’t turn into stop orders and litigation. Held frequent meetings to provide transparency about project status. - Developed hospital-wide emergency management policies and protocols, including hazardous materials training, awareness and decontamination. Additionally, redesigned hospital’s emergency codes to align with nationally accepted practices.

A not-for-profit healthcare network consisting of 13 hospitals, physician practice and home health service, with annual net revenue of $2.6B. Responsibilities included market analysis, service line analysis, business planning with pro-formas and break-even analysis for three client hospitals within the hospital network.

Worked in Disaster and Emergency Services for the Hudson Valley Regional Resource Center for Domestic Preparedness. Responibilties included creating and presenting disaster scenaros, and development of a hospital-based field operations and resource guide to be used by area hospitals in the Hudson Valley Region of New York

MedStar National Rehabilitation Hospital, part of MedStar Health System, is a 137-bed inpatient rehabilitation hospital with over 30 outpatient locations around DC, Maryland, and Northern Virginia. Spent a summer interning under the executive leadership team focusing on customer service, prospective payment system reimbursement and employee retention.