Ensuring high quality primary care access and care, supervising staff in the delivery of healthcare for 56,500 beneficiaries. As Group Practice Manager and Chief of Primary Care over all primary care to three ambulatory health clinics, optometry, dermatology, allergy, and respiratory therapy. Provides leadership and direction for credentialed clinical staff, managing resources to ensure providers are performing their assigned clinical duties with a focus on access, customer service, quality and safety. Provide accessible, high-quality primary health care services through TJC patient centered recognized medical homes.

A Primary Care Group of 5 Medical Homes with 4 allied specialty clinics within the Winn Army Community Hospital Network serving 50,000 enrollees over a 5-county region in Southeast Georgia.

SIHF operates a network of 28 health centers across nine rural and urban counties with more than 150 medical providers who deliver comprehensive family and adult services including: Pediatrics, Obstetrics, Primary Care, Dental Services, Behavioral Health, and extensive community outreach programs. SIHF employs more than 600 people, including over 150 medical providers and Touchette Regional Hospital as a controlled affiliate in Centreville, Illinois. As one of the largest Federally Qualified Health Center networks in the country, SIHF is devoted to leading individuals and communities to their healthiest lifestyle regardless of their ability to pay. For more information, visit www.sihf.org. Direct team of 16 managers, 157 providers, & generate $61M annual revenue.

18-clinic community health center in NW Missouri, in 16-county region. Directed team of 42 providers, 162 staff, & generated $19.9M annual revenue.• $1M revenue increase gained by driving cross-functional, forward-thinking initiative on patient-centered care; won recognition of primary care clinics by NCQA, participated in MO HealthNet Patient-Centered Health Home project. • Won $500K grant by integrating Behavioral Health Consultants into primary care, electronic medical record, & workflow of patient-centered medical home in all clinics. • $470K savings realized with no employee benefit reductions: converted fully insured plan into partially self-insured plan.• Enhanced patient encounter billing submission quality & compliance; adopted analytical technique for identifying 3 main criteria for qualitative/quantitative improvements in front-end procedures, nursing policies, provider documentation. • Acquired $250K community care management team funding, $70K EMR expansion; won NCQA patient-centered recognition for all teams by spearheading collaborative ER overutilization/ unnecessary admissions project with regional medical center & free clinic. • Boosted medical patients/provider FTE, medical visits/patient avgs; posted +24.9% & +9.7% respectively; higher than state avgs.• Shrewdly led HRSA mandated financial recovery plan to meet regulations & keep grant funding/ center status.• Grew dental practice by 11 providers, increased 2 locations/10 chairs to 6 locations/40 chairs; grew visits 371% over 6 yrs; increased productivity 17%.• Protected cash position, released cash flow for settlement, influenced state to settle payables/fund receivables over 7-yrs: championed efforts with Missouri Senate Pro Tempore; negotiated $MM debt settlement between state Community Health Centers & MO HealthNet. • 400+ new policies in HR, finance, board governance, IT; achieved better company structure, value, compliance, organization.

Medical department officer branch that deployed more than 10,000 personnel with $39M budget, placed 2,400+ annual job assignments at 434 global locations.========================================================================Led a team of four professionals in providing the right person in the right place at the right time. • $35M, $38M, and $34M in budget spend; forecast budget at 99.7% accuracy; facilitated over 3 years by analyzing and designing distribution process during wartime shortages and deployment challenges.

As a Navy Health Care Administrator I supervised the care of those who serve, as well as that of their families – managing everything from delivery systems to training programs. I enjoyed unprecedented growth opportunities as I expanded my expertise in any of nearly a dozen unique specialization areas.========================================================================As a Navy Health Care Administrator I oversaw funds earmarked for service members’ health needs. I conducted research to incorporate best practices at the forefront of progressive health care. And I set up operating facilities for a war-front and humanitarian mission in a third world country.========================================================================KEY SKILLS: Accounting, achievement-oriented, administration, allocations, analysis, articulate, budget, care cost control, claims, clinics, coaching, collaborations, collections, collegiality, communications, compliance, consultants, controlled assets, cost avoidance, cost per event, costing, credible, design, diverse, EMR, facilities, flexible, forecasts, healthcare, hospitals, HR, independent, insurance, inventory, job assignments, leadership, logistics, managed care, mentoring, metrics, motivating, multi-location, multitask, negotiations, operations, partnerships, passionate, policies, preventative maintenance, proactive, problem-solver, procedures, processes, professional, programs, projects, purchasing, reengineering, regulations, relationships, requisitions, safety, security, self-confidence, services, spokesperson, standard, strategic planning, supervision, supporting, surgery, training, transformational, treatment, workflows.

Navy multi-service ambulatory care and surgical center with more than 500 employees and an annual budget of $58 million serving 18,000 enrolled beneficiaries through three outlying ambulatory clinics. ========================================================================Led 115 people with 6 direct /15 indirect reports. Oversaw $4.5M operating budget, $7.5M equipment inventory, and four-year $1.6M capital budget for directing facilities renovations, repairs, and sustainment projects. • Achieved $897K savings, decreased maintenance backlog, converted 3,867 items, turn-in/redistribution of 5,393 items; negotiated $824K equipment purchase by implementing 3-year software module upgrade that improved recordkeeping, productivity, quality.• 97% score with no major issues by driving care committee to comprehensively prepare for Joint Commission on Accreditation of Healthcare Organizations (JCAHO) visit; earned Accreditation with Commendation.• 13% increase in command readiness rate, 14% boost in administrative readiness rate, and 7% rise in platform fill rate; achieved by guiding comprehensive staff development process.• 25-day reduction in award processing time, tripled percentage of staff members receiving personal awards prior to departure; attained by expanding and improving awards process.• Contributed to $10.5M total direct care costs reduction, saved $3.2M in purchased care costs, increased work relative value units (RVUs) by 55%, reduced costs 35% of network/member/year (PMPY); increased customer satisfaction 25% by managing space utilization changes, upgrading EMR, and assisting in workflow design. • Directed facilities renovation, repair, and sustainment projects valued at $1.6M that enhanced quality of life, improved customer service, and provided safe environment for patients / staff at 4 facilities.

Naval school ensured maximum readiness of military family health system through educational and consultative programs. Served more than 6,000 healthcare professionals annually with $90M operating budget.========================================================================Directed 2 direct reports, 17 guest lecturers in financial / supply chain management. • Led collaborative efforts to obtain server that created simulated, realistic integrated training environment resulting in readily portable program as resource for students, field-level managers, and instructors.• 90.11% GPA achieved by implementing innovative educational strategies to support changing nature of teaching, learning process interaction, and new knowledge perspectives between adult students and education technology.

Administered $52 million budget, financial analysis, accounting, allocations, data collection, patient financial services, revenue cycle, business office, 40-bed facility, 35,000 beneficiaries, regional referral hospital, with 200,000 visits, 2,800 admissions, and 650 FTEs.========================================================================Led a team of five direct reports and 7 indirect reports in 5 divisions in support of financial operations.• $6 million+ savings by developing cost center coding system and implementing reporting system.• $1.6 million savings by developing job restructuring of over 15 FTEs, business case analysis and negotiated sharing agreement for obstetric labor & delivery services.• $250,000 in incentive funding earned through improved timeliness of payments, and prevention of late and/or duplicate payments.• Four days processing of payroll cut to one day by designing and implementing process improvement to track FTEs by cost center.• 200% increase in collections by implementing process improvement in insurance claims.• “Accreditation with Commendation” in Joint Commission on Accreditation of Healthcare Organizations (JCAHO) by spearheading Leadership standard.

Directed $4.5 million budget, managed care planning & initiatives, discounted medical care payment negotiations, purchasing functions, and JIT contracts for pharmaceuticals, food service, and health care, staff of 19, processing over 1,200 open purchase requisitions annually.========================================================================1992-1994 Head of Managed Care Department:• Contributed to Tricare contract startup in U.S. Southwest Region (est. $2 billion over 5 years) by participation on RFP formulation and negotiation team that set preparedness goals and contract specifications key to the service area’s requirements and health plan.========================================================================1994 - 1995 Head of Materiel Management Department:• Cut procurement lead time by one-third & 1 FTE and renewed government purchasing authority by spearheading 6 month reengineering efforts of procurement activities and work flow analysis, authoring 25 local acquisition policies and automating purchasing activities.• Saved $250,000 in inventory, cut 2 FTEs by planning and coordinating pharmaceuticals prime vendor project and JIT delivery.

Trauma field hospital consisting of 20 beds and 3 operating rooms. Serviced 9,000 beneficiaries; managed 120 employees and $25M budget. ========================================================================Commanded 6 direct and 10 indirect reports; managed 120 personnel. Provided leadership in activation, training, equipping, and logistical movement of field surgical hospital.• Established new standards for care in 224 major general and orthopedic surgery cases, 600 procedures in treatment of 3,500 ambulatory patients, including 1,100 dental and 572 combat stress patients; resulted in more personnel retained in theater and returned to ongoing duty.

Combat service support group with more than 2,000 personnel providing logistical support functions of heavy engineer support, motor transport, medical and dental, supply, maintenance, air delivery and landing support. ========================================================================Managed three direct reports to coordinate health service support capability response plans, manpower, equipment, and support logistics. • Achieved 98.7% survivability rate of casualties treated by co-authoring medical offensive operations course of action for war; resulted in well-executed movement of forces with 20 displacements in 42 days, over 144,000 square miles.

Led Marines and flew the CH-53 A/D "Sea Stallion" model rotary-wing aircraft utilized for cargo and troop transport. United States Marine Corps Aviation is the air component of the United States Marine Corps. Marine aviation has a very different mission and operation than its ground counterpart, and thus, has many of its own histories, traditions, terms, and procedures. The Corps operates both rotary-wing and fixed-wing aircraft mainly to provide transport and close air support to its ground forces. However, other aircraft types are also used in a variety of support and special-purpose roles.========================================================================Key