Ascension Medical Group (AMG) includes 9000+ providers, including Physicians and Advanced Practitioners as well as 16,000 other associates. AMG operates in 19 states and has revenue in excess of $3B.• Primary care provider productivity improvements through modification and standardization of provider schedules, days worked and encounters per day. Achieved an overall improvement more than $200M• Operational efficiency improvements through merging of clinics, right sizing clinic provider complement and elimination of certain clinics. Also, modified clinic staffing and overhead staffing. Total estimated savings more than $80M.• Operational sustainability advances for the revenue cycle processes. This included changing leadership, establishing appropriate review processes, and standardizing workflow between the central business office and the local Ministries (states). Overall improvements more than $75M and 1.5%.• Growth expertise including acquisitions of key physician groups to secure and grow market share, partnering with local independent groups to improve service line• Developed the financial model to move from FFS business to other forms of reimbursement including premium based reimbursement.• Sustainability expertise in service line rationalization, appropriate divestitures, and physician compensation redesign to improve overall financial performance for the hospitals and medical group

Developer and operator of 5 short stay surgical hospitals and 4 ambulatory surgery centers located in Texas, Louisiana and California. The market niche of Cirrus Health is to partner with physicians to develop technical fee facilities. Tasked with restructuring the balance sheet and closing out the historical operations* Primary relationship with partners and governing boards, established trust in the face of adversity.* Sale of all health care operating partnerships.* Liquidated $75 million in loans from a major corporate creditor.* Launched a relationship to develop a 100 bed community hospital with local health system and physicians* Created the opportunity to develop approximately 30 acres adjacent to the community hospital

* Financial management responsibilities for all operations, financial planning, cash management, managed care contracting, purchasing and strategic planning.* Financial support for strategic sale of facilities and the ultimate restructuring of the corporation* Renegotiated corporate debt facility* Negotiated with vendors and banks for appropriate terms on equipment acquisitions* Worked with local banks to build credit facilities for the operating entities * Directed the development and negotiations of new managed care strategies* Developed and implemented basic financial tools for the operation of the facilities* Developed a market strategy in conjunction with a large hospital system* Rebuilt and restructured services with external CPA and tax advisors* Began the development of a senior living product for the restructured company* Began discussions with representatives from Mexico on potential joint venture opportunities

* Provided executive supervision for short stay hospitals and ambulatory surgery centers. * Increased profitability and performance by recruiting new partners and reducing costs. * Worked closely with the physician boards and partners to maximize their investments. * Developed strategies to capture market share in conjunction with new developments.

Large multispecialty group formed in conjunction with Baylor Health Care System. This was a start up entity that grew to employ over 450 physicians and 1400 employees. As the SVP of Finance all aspects of finance and accounting were part of the responsibilities. This included the development of a sophisticated and robust management reporting system for each physician practice. Physician compensation and corporate compliance was a significant part of the job responsibilities.

Senior financial officer for non hospital entities associated with Baylor Health Care System. Operations included clinics, laboratory, home care agency, real estate operations, construction and architecture firms. The group also began the development of physician partnerships. Activities included strategic planning, mergers, budgets, financial analysis and reporting for the various operational entities..

Start up entity. Established all accounting process including general ledger, payables, payroll and fixed assets. Performed financial planning, modeling of new locations and budgets for the operations in coordination with Baylor Health Care System Finance.

Responsible for all accounting activities related to the operations. Included general ledger, payroll, payables and accounts receivable management.

During a time when the Harris Methodist Health System was growing, conducted financial audits on established facilities. In addition, conducted first year audits and installed new information system technology for hospitals joining the health system. Fraud, operational and control system audits and reviews were also performed.

Audit staff for large international public accounting firm. Experience included financial audits of Healthcare, insurance, banking and oil and gas clients.