Management consulting company partnering with businesses as a trusted advisor to provide leadership, operations, and strategy services. Working with healthcare, social determinants of health, startup, and non-profit organizations.

• Executive lead for the system-wide engagement with Kaufman Hall developing a 3-5 year strategic plan focused on financial and performance improvement • Led the creation of a system RMO (results management office), operations committee and governance structure to ensure performance improvement and operational accountability

• Key responsibilities included accountability for the operational and financial performance of two acute care hospitals (Lynchburg General Hospital – 358 beds, Virginia Baptist Hospital – 161 beds) with ~$700M in overall revenue and 3000+ employees, considered the system’s flagship hospitals. As well as system-wide accountability for the major service lines to include Cardiology, Emergency Services, Surgical Services, Anesthesia, Robotic Surgery, Laboratory and Radiology • Led diverse multi-functional teams to peak performance achieving numerous quality and safety awards including but not limited to: Five-Star CMS rating, Watson Top 50 Cardiac Hospital, US News Top 10 Virginia Hospital

• System VP with operational and strategic responsibility of Emergency Services including a level II trauma center (4 Emergency Department’s with 150K+ annual visits), Laboratory, Radiology and Surgical Services

- Enhanced customer experience by leading a software billing suspension project team, resulting in $100K in annual savings, real time reporting metrics and eliminated unnecessary bills and correspondence- Led a $1.5M system enhancement project that corrected compliance issues, eliminated over $375K in annual leakage, improved product profitability and increased the service center’s ability to provide high quality customer service- Identified business critical check workflow improvement. New process saved at least $80K annually, provided real time check inventory status, and expedited the overall accounts receivable process- Led new product implementation team on customer service process & system implementations, to include a $5.5M project adding Genworth to a new market, directly impacting strategy & sales- Streamlined the company’s customer service electronic workflow management tool release process. Tripled yearly production output and reduced process timeline from 16 weeks to 3 weeks, slashed backlog 20% in 1 month

- Led business operations for a Medical Group consisting of 320 personnel, eight clinics and 31 providers with 15,000 beneficiaries, 92,000 patient encounters and a $30M Private Sector Care budget - Exceeded 2010 business plan by leading business operations to 111% fiscal year target while being short four providers - Created a patient centered medical home environment by ensuring providers had the proper appointment mix, right patient empanelment for skill set and introduced a pharmacist run Medical Management clinic. Efforts led to an overall 96% patient satisfaction rating, 95% provider satisfaction rating and Air Force Space Commands Clinic of the Year Award- Revamped appointment system. Centralized clinic’s call center, installed new phone system and implemented new protocols. Decreased customer wait time 13% and dropped call rate decreased 27%- Identified deficiency in the Group’s referral plan. Revamped process and reduced urgent care leakage by 41% in 3 months

- Led a staff of 30 in facility management, medical maintenance and logistics with annual sales of $24.2M to 75 cost centers and a $5.1M medical contract program. Efforts directly contributed to the Clinic being ranked the Best Active Duty Place to receive care for 2009 in the TRICARE South Region by the DOD survey - Medical Groups source selection board member, and lead for the execution and oversight of a $20.1M clinic renovation- Overhauled Medical Groups contracting program, identified deficiencies in surveillance and billing. Recouped $400K of unused contract funds and took surveillance compliance from 60% to 100%- Worked with Pharmacy and Therapeutics Committee selecting generic pharmaceuticals, slashing costs and saving $2.2M

- Led the administrative processes supporting healthcare delivery at a level three trauma center supporting 98,000 Coalition Forces and served as the direct link for communication and planning between Medical Commands- Key member in orchestrating the first Afghanistan National Army Medical Evacuation mission, creating and sustaining an enduring capability for Afghanistan - Led the Patient Category guidance for the entire Afghanistan Theater of operations, cutting duplicate records by over 20%

- Member of the Medical Logistics team that finished #1 DOD and #2 in the Nation’s Most Wired Supply Chain Innovator Award published by the American Hospital Association- Coached/Mentored 13 Air Force Academy Candidates