Innovative Ventures is the MSO for Metro Infectious Disease and Heartland Home Infusion.

Responsible for managing and directing the day-to-day operations of the general financial operations, accounting, financial reporting, and accounts payable. Shortly after starting was given the responsibility of the payroll department. Maintains the general ledger, financial statements, and other financial reporting duties, including audits and regulatory reporting. In addition to the daily responsibility, I become an integral part of the Lawson Infor Implementation. Used my knowledge of physician practices to create individual physician financials statements that rolled up to department, location, and entity; scorecards, trended reports, and MOR presentation.

Responsible for managing and directing the day-to-day operations of the general financial operations, accounting, financial reporting, budgets, accounts payable. Maintains the general ledger, financial statements and other financial reporting duties, including audits and regulatory reporting.

Provide support to Morris Hospital & Healthcare Centers in the expansion of practice acquisition. Coordination between departments including information technology, laboratory services, budgeting, marketing, payor credentialing and onboarding. Act as a point of contact and provide guidance and direction during the acquisition process. Develop financial analysis including Pro-Formas and budgets. Assist with Letter of Intent, employment agreement and contracts including real estate purchase and/or lease agreements.

Provide consultative services to help strengthen and provide financial support and accountability. Charged with developing a transition plan for the finance department for a non-profit organization which service youth and families confronting homelessness.Developed a daily cash management monitoring to ensure needed funds were available. Created cash projection through year end for leadership. Obtained necessary knowledge of grants to prepare and submit FY18 amendments for City of Chicago; created and submitted FY19 budgets for IDHS. Worked with director of operations to ensure grant programs had sufficient budget to support additional staff.

Not one to shy away from a challenge, I took on the executive director’s mission to turn around a finance department that was understaffed and without leadership for 1.5 years. By adding 3 employees to finance and coding, restructuring staff functions, and improving processes, ►finance department efficiency quickly escalated 25%.After turning around department performance and morale, I went on to optimize financial reporting and transparency, finance budgeting, processes for 5-year projections and physicians compensation, and daily operations—all while steering finance functions on 5 company acquisitions.The first secret to change leadership for me has always been keeping an open mind and really listening to others’ ideas. I find that if you don’t listen—especially to your teams—you miss opportunities. The second is not allowing a fear of failure to drive decision-making. Change is a result of trial and error, therefore it’s always been important for me to accept that not all ideas are perfect or will work the first time. Just persevere. In due time, success will come.In order for change to stick, it means getting the entire culture—from the top down—behind the idea. Then when you run into a problem, everyone is invested in coming up with solutions to fix what went wrong to reach a successful conclusion.More Success Highlights----------------------------► Improved physician productivity, reimbursement, care delivery, and value-based care across 10 sites by overhauling physician compensation metrics and tracking.► Saved $10s of thousands in HR recruiting costs and commercial leases, the latter of which enabled senior leadership to channel the savings toward a suite remodel and build-out.====================About the Practice: $60M medical practice, wholly owned subsidiary of Franciscan Alliances • 350 employees and 80 physicians / advanced practitioner providers

Originally hired to lead strategic finance functions, my change management list included ►enhancing internal control systems and processes, ►advising the board of directors on streamlining opportunities for finance and operations, and ►improving quarterly financial statements for 7 independently managed corporations.Finance and accounting always made sense to me, because numbers are always black and white and two plus two always equals four. But when it comes to people, the greatest thing I’ve learned is leaders need to think in shades of gray.After the dismissal of the human resources director, I decided to expand my leadership scope and added HR to my repertoire, including payroll and benefits. Delving into the people side of business, it meant interpreting situations from other vantage points—taking into consideration what drives people and how they communicate and make decisions—to find the best solution for the project at hand.That type of leadership thinking was the key to success in ►maximizing service areas for finance, accounting, treasury, payroll, and HR—and positively impacting Magna Health Systems, 3 surgery centers, an anesthesia group, and 110 employees. More Success Highlights----------------------------► Introduced Magna’s 401(k) match program for 110 employees, negotiated deal with Merrill Lynch as the new benefits broker, and changed the payroll and 401(k) vendor—saving 3% in costs and hours of monthly payroll processing time.► Elevated employee satisfaction with a new health plan offering and multi-line insurer to manage life insurance and benefits. Sparked 15% greater enrollment efficiency and 3% less time spent on benefits selection during open enrollment by making benefits enrollment accessible online.

With my second promotion at DuPage, I was charged by the CFO to take over an underperforming 7-member team that supported 40 locations with accounting operations, closing, reporting, and reconciliations. My philosophy for both work and life has always been to be a fair-minded leader and straightforward, genuine communicator. People always know where they stand with me. Applying that philosophy to unite the finance department and advocating employee training and development, it wasn’t long before ►team production levels and morale rose significantly. DuPage set up several new corporations at the time, during which I managed and ►simplified the application process for new business licenses, tax ID numbers, and state payroll IDs.More Success Highlights----------------------------► Accounts Payable (AP): Raised department efficiency 25% and saved $20K per month in duplication of efforts with a staff restructure, new automated AP system and vendors, and standardized invoicing.► Credit Card Processing: Triggered 3% cost savings in card processing efforts—along with reporting, tracking, and functionality improvements—via new online technology and vendor negotiations.► Electronic Check Deposit: Stopped check processing delays, time-consuming process, and tracking issues with new internal forms and automated technology. ►1099 Software: Improved payroll accounting and eliminated errors.====================About the Company: $500M privately held medical services group serving western and southern suburbs of Chicago • 250 physicians and 2,000 employees

Growing up, I learned a lot from my father about work ethics—completing a task and doing a job well no matter what. After being promoted, I saw an opportunity to apply that learning to ►elevate accounting department’s reputation from inexact and slow moving to error-free quality and fast service. During this time, I also created process uniformity within daily accounting and budgeting to improve efficiency.More Success Highlights----------------------------► Implemented finance standards, processes, and staff training to ensure compliance with State of Illinois’ newly introduced regulations for unclaimed property.► Fast-tracked monthly bank reconciliations with Excel-based process that simplified transaction matching.