Responsible for the day-to-day operations of Inpatient Services Division which includes medical operations, nursing services, clinical operations, and support services in collaboration with the Chief Medical Officer – Inpatient Services. Management responsibilities include achievement of performance in operations, financials, quality/safety, patient experience, process improvement, workforce/labor management, and population health management. Scope includes management of 9 direct reports, 2,600+ FTEs with an expense budget over $419 million, OR case volumes of over 20,500 and 140,000 ED visits. Reports to the President/Chief Executive Officer.• Directed the Operations Command Center as the Operations Chief for the move of 260+ patients into the state-of-the-art Glick Center. • Implemented position control initiative, in conjunction with Human Resources, by optimizing and coordinating data sources on over 2600 FTEs, teaching all directors how to understand data and utilize new system, holding direct reports accountable to FTE budgets.• Integrated Human Resources Development within the support services teams to facilitate strategic change management through a series of initiatives including listening sessions with the front-line staff as well as a 10-part manger/ supervision training that clarifies roles and responsibilities, develops critical thinking skills, and engages staff.

Lead system operations and strategy for NeuroMusculoskeletal (NMSK) with Physician Executive Partner. Managed performance of the Service Line including revenue capture, business development, capital budget management, population health management, quality improvement, and patient experience. Managed up to 9 direct reports, 330 FTEs with an expense budget of $56 million. Reported to EVPs, Chief Operating Officer and Chief Clinical Officer / Chief Medical Officer.• Accomplished U.S. News and World Report rating as the #1 in Ohio and #24 nationally rated Rehabilitation Program in 2021 and 2022. MetroHealth is also one of fourteen federally designated Spinal Cord Injury Model System Centers in the nation.• Spearheaded an overhaul of Rehab Therapy Services leadership in September 2021 to deliver stronger engagement of front-line staff and a better patient experience. Over 60 employees participated in improvement projects in 5 areas. NRC patient experience scores increased 3.5 points (4.3%) in the first three quarters of 2022.• Completed and approved for over 20 business plans in 16 months as part of the NMSK Service Line Strategic Plan. Highlights include the Inpatient Neurology Staffing Model (Neurohospitalists), establishment of an Epilepsy Monitoring Unit within The Glick Center, expansion of the Inpatient Rehabilitation Facility (IRF) business office to aggressively work referrals, expansion of Pain Management services throughout the community and the hiring of over 10 providers.

Lead system operations and strategy for Women and Children’s Health and Wellness with Physician Executive Partner. Managed performance of the Service Line including revenue capture, business development, capital budget management, population health management, quality improvement, and patient experience. Managed up to 9 direct reports, 330 FTEs with an expense budget of $56 million. Reported to EVPs, Chief Operating Officer and Chief Clinical Officer / Chief Medical Officer.• Championed the professional development of a Pediatric leader through the Leading Inclusivity initiative. Program was created to identify and develop diverse candidate for future leadership opportunities. • Collaborated with Breast Health leadership to develop a system wide strategic plan to update technology, refresh locations, establish a new West Side hub within the community, and build a Breast Health Center on the main campus in the new Ambulatory building slated to open in 2024. Strategic plan is expected to generate an additional $20 million of contribution margin over a 5-year period. • Integrated over 65 University Hospital – Rainbow Babies and Children’s pediatric specialists into MetroHealth through a service agreement within 6 weeks of agreement execution. Process included the development of a request for proposal (RFP), interviewing prospective partners, and provider onboarding.• Directed a new business model to keep Nurse Family Partnership (NFP) financially sustainable as philanthropic and grant funding declined during COVID. New model included modifications in staffing model as well as billing for services through Medicaid.

Lead system operations and strategy for Cancer Care with Physician Executive Partner. Managed performance of the Service Line including revenue capture, business development, capital budget management, population health management, quality improvement, and patient experience. Managed up to 9 direct reports, 330 FTEs with an expense budget of $56 million. Reported to EVPs, Chief Operating Officer and Chief Clinical Officer / Chief Medical Officer.• Completed the 5-million-dollar Varian TrueBeam Linear Accelerator project on time and within budget in March 2021. • Advanced the growth of the Cancer Care Service Line through the acquisition of HealthSpan which created East and West Side Medical Oncology practices along with significant Radiation Oncology expansion. One year growth was 41% • Accomplished successful accreditations / certifications during my leadership including: Commission on Cancer (CoC) – 2x and National Accreditation Program for Breast Centers (NAPBC) – 2x.• Co-managed a Care Gap initiative as a special assignment during COVID that identified important at-risk populations within The MetroHealth System and developed tactics to coordinate care that leads to a healthier community. Total of 13 initiatives measured. Highlights include outreach for Diabetes Management, Blood Pressure Control, Cancer Screenings, Abdominal Aortic Aneurisms (AAA), and expansion of Meds To Beds program to Surgical Services.

Directed system strategy for Cancer Institute & Neuroscience Service Line. Managed financial performance of the Institute Service Lines including revenue capture, profitable volume growth, and cost avoidance. Position based on a dyadic leadership model, with a System Cancer Institute Medical Director and a Neuroscience Service Line Medical Director in a highly matrixed reporting structure. Managed 13 direct reports, 105 employees with a budget close to one hundred million. Reported to Sr. VP, Ambulatory Services & Summa Physicians Inc. • Facilitated and Implemented Strategic Plans for Cancer Institute and Neuroscience Service Line.• Grew Cancer Institute 5% year over year going from 9% contribution margin to 30% in 4 years by developing and executing employment agreements of multiple specialists including: Radiation Oncologists, Medical Oncologists, Neuro Critical Care, and a Nurse Practitioner. Structure stabilized physician access within the community and strengthened the financial performance of the Cancer Institute, Surgical Services, and Neuroscience Service Line. • Key contributor to a cross-functional team that developed and recommended a multimillion dollar Breast Health Program. Secured executive management approval to build a Breast Clinic and invest in Tomotherapy for Breast imaging across 9 sites. Program approved Nov. 2014 and opening June 2015.• Evaluated, negotiated, and implemented Telestroke program using InTouch Health technology to provide coverage for Summa’s Akron City Hospital Primary Stroke Center and Summa Emergency Departments.• Organized Radiation Oncology Stereotactic Radiosurgery Team. Received executive management approval for multimillion dollar Linac project. Competed October 2014 on time / on budget.• Participated in Summa Foundation’s Cancer Institute Advisory Council. Bi-Annual program provides community members VIP access to program and allows them to become advocates for the program within the community.

• Reduced infusion drug costs almost $2 million by partnering with Pharmacy Director and cancer physicians to establish a quarterly drug utilization review.• Collaborated with Accountable Care Organization and SummaCare Insurance to promote and educate physicians and patients about Cancer risks and the importance of screening. Campaign yielded 5% increase in screenings and 20 Cancer diagnoses. • Supervised staff responsible for Cancer Accreditations that promote quality, safety and process including: American College of Surgeons Commission on Cancer (CoC), National Accreditation Program for Breast Centers (NAPBC), and American College of Radiology (ACR) in Radiation Oncology. • Administrative Oversight for Summa Cancer Institute Research and Clinical Trial Program. Program accrual grew by 94% and was only one of eight Community Oncology Practices to receive the Conquer Cancer Foundation Award in 2014. • Engineered new quality structure, scorecard, and communication delivery system for Cancer Institute expediting quality reporting and resolving issues more rapidly. • Organized Multidisciplinary Thoracic Oncology Tumor Board. Team consisted of employed and independent physicians, research, and patient navigators working together to improve patient outcomes. Improved patient access from diagnosis to first intervention from 6 weeks to 3 weeks. • Reduced Pharmacy errors by 80% with redesigned Infusion Pharmacy using Lean / Six Sigma.• Continually mentored staff promoting 4 leaders to managers or directors. • Improved outpatient satisfaction scores to a consistent level exceeding the 85th percentile (Press-Ganey).

• Consolidated Hospital Infusion Center within new Ambulatory Infusion location resulting in $1 million in labor savings. • Implemented Oncology Business Office hiring 3 charge entry and billing staff members and a Business Manager. Cancer Center denials reduced by over 60% for all sites. • Led construction of 44,625 sq. ft. shared Neuroscience Center completing project on time / on budget.• Negotiated yearly Neurology and Sleep Technologist Staffing and Medical Directorship agreements with Independent Neurology Practice. Reduced expenses 4% year over year. • Participated in Summa Foundation’s White Coat Program. Quarterly program provides community members a clinical practicum to areas of interest that drives philanthropic engagement.

• Immediately increased contribution margins by several million dollars by acquiring four (4) sleep medicine labs owned by hospitals and Neurology physicians. • Negotiated yearly Neurology and Sleep Technologist Staffing and Medical Directorship agreements with Independent Neurology Practice. Reduced expenses 4% year over year. • Evaluated eICU Program for Summa Health System. Program did not move forward due to other organizational priorities.

• Emergency Department Black Belt Project yielded 33% improvement in door to discharge throughput and 25% increase in patient satisfaction. • Analyzed delays in Imaging Services. Recommendations resulted in 15% improvement from test performed to imaging report finalization.• Implemented and taught Lean / Six Sigma Overview course for Hospital employees.

Member of a ten (10) member financial improvement team assigned to work with finance departments and hospital leaders to build and monitor labor expenses, benchmark performances, and redesign workflow. Reported to Regional Manager, Management Engineering.• Developed and maintained systems to monitor departmental operations in order to balance hospital budgets. • Provided quantitative/analytical support to senior and middle management for: Productivity, Quality/Utilization, and Special Projects. • Directed re-engineering projects in clinical and non-clinical areas across the Cleveland Clinic Health System. • Selected by senior management to co-chair Inpatient Team for Studer Initiative for Service Excellence at South Pointe Hospital.