Beyond Budgeting Advisory and Consulting - How to eliminate the wasted time and resources of traditional budgeting by making strategy and business planning the focus of your annual planningFractional and interim CFO and FP&A roles - advising companies to ensure alignment of Financial, Operational and Strategic goals and action plansKitty Hawk Consulting believes that asking the right questions is essential for developing cost effective, long-term solutions. The name is inspired by the Wright Brothers and their efforts in the Outer Banks of North Carolina to develop the world's first airplane. The Wright Brothers succeeded where others failed because they asked the right questions (by watching birds soar over the beach and sand dunes), which allowed them to correctly define the problem (lift and airflow) and develop the right solution. Others, most notably Samuel Pierpont Langley who was funded by the U.S. War Department, had defined the problem as being able to generate adequate thrust to force his machine into the air and keep it there. Asking the right questions and correctly defining the problem created an added bonus: the Wright Brothers achieved success even though they spent significantly less than Langley.

Responsible for practice financial reporting and performance, Finance Committee leadership, Board of Directors and shareholder reporting, physician compensation and relationships with outside financial resources including banking, insurance, tax accounting and billing/collections.

Responsible for overall financial planning, analysis, and performance of Western Wisconsin’s care-delivery operations. Improved profitability and patient access by partnering with operations to evaluate $10M of new and expanded services.Led strategic reviews of each clinic location and specialty department to augment the annual planning process for Western Wisconsin.Confirmed viability of a $55M replacement hospital and clinic by developing, in cooperation with operational and facility leaders, volume and operational assumptions.Ensured that $6M in 340B program drug savings at a newly eligible hospital, were properly tracked and recorded.Reduced cost by partnering with operations to establish productivity benchmarks and monitor staffing against the benchmarks.Managed the annual capital budgets and developed 5 year capital plans to ensure alignment with organizational priorities.Aligned staffing and volumes in collaboration with operational leaders during the COVID slowdown to mitigate the effect of lost revenue.Developed strong working relationships and served as a thought partner across MCHS with Regional CAO’s, service-line leaders, and operational teams.

Responsible for Park Nicollet's financial performance. Achieved a decade of consistent 3+% margins through a successful Beyond Budgeting approach, while balancing fee-for-service and volume growth with value payments and total cost of care initiatives.Grew by 650 clinicians and $600 million in revenue without acquisitions. Partnered with operational leaders to grow and scale servicesIncreased operational ownership of financial performance by proactively partnering with department leaders in financial forecasting and planning. Developed a culture of growth that allowed us to meet patient demand and reach for our potential.Recruited and built a top performing finance team with diverse industry backgrounds that transformed FP&A from a financial reporting group to a team that partners with operational leaders to understand performance drivers and maximize results.Confirmed financial viability for $200+ million of new facilities, leading to multiple construction projects including two 90,000 square foot multi-specialty clinics with surgery centers.Taught Foundations of Finance to physician leaders to increase their financial acumen as part of Health Partner's “Building Clinician Leadership” series.Ensured complete and consistent transition of charge capture during Epic implementation and subsequent Epic sub-system go-lives. Worked with a cross-functional team including coding, billing, information systems and revenue accounting.Led monthly management reporting and monitoring of financial results. Partnered with department leadership to understand variances and proactively respond to over and underperforming departments.

Strategy consultant for hospitals and health care systems. Drove clients’ growth and improvement by establishing organizational priorities, developing business plans, deploying capital, and improving market position. Engaged client’s C-suite, physicians, and Boards to grow their business. Managed client relationships, KSA and client teams, budget, schedule, and deliverables. Developed Multiple Long-term Client Relationships.