- Co-led an interdisciplinary team of internal administrators and external consultants regarding the implementation of two new retail pharmacies, forecasted to add $9 M of additional annual revenue - Acted as change agent to ensure smooth implementation of new Transition of Care program through detailed data analysis, profitability/pro forma predictive modeling, project management, and maintaining clear and consistent communication between client and internal team members- Facilitated creation of a new Sports Performance center through data analysis & profitability modeling, developing franchisee relationships, and project management; forecasted to add $700 K of additional annual revenue - Performed data analysis and profitability modeling for a Neurosurgeon leasing agreement with the University of Illinois at Chicago- Successfully developed positive relationships of trust with physicians, leadership and associates- Attended meetings at all levels and completed administrative rounds throughout the organization- Observed and participated with senior leadership, corporate board and all board sub-committees- Gained concurrent exposure to hospital operations and corporate administration - Acted as a representative of the President & COO

- Developed new care coordination product offering that will save health systems $10,000 per ordering physician & 676,000 support staff hours per year -Analyzed current and future healthcare market conditions, presented to executive board for use in 5 year strategic plan - Performed accuracy analysis from past patient data and remittances to improve the accuracy of Recondo’s products - Led and was the primary brainchild behind all activities associated with taking a new bundled payment product offering from a conceptual proposal into the initial phases of product development

-Participated in the acquisition a two member cardiology and a three member family practice physician group -Analyzed financial projections and assisted in preparations of a their Certificate of Need presentation to the state board-Effectuated change through developing responsibilities for two new management positions: Chief Quality Officer and Director of Patient Safety -Learned from the hospital COO in his daily leadership meetings to assess transformational leadership in the hospital

-Increased sales 100 percent in first quarter of employment by implementing new training protocols and accountability standards-Continually interviewed and trained sales representatives to combat employee attrition and maintain optimal office sizes-Expanded company operations into two new states by recruiting and building two new sales offices-Managed the training, operations, and results of four sales teams throughout California and Nevada