o Partnered with executive physician leadership to create Complex Care Management program, focused on personalized physician management of top 1% of highest cost members. Operational results indicated patients in the program had a decrease in mortality and a significant reduction in hospital and emergency utilization. This resulted in program expansion from two physicians to nine physicians in a 3 year period. The also program participated in a research study to demonstrate impact on patient outcomes. o Partnered with Associate Physician in Chief (APIC) for Hospital Operations and Premier Hospital partners on hospital strategy. This work resulted in the addition of two new hospital partnerships, including the implementation of Hospital Medicine, Anesthesiology, Surgical services (Orthopedics, General Surgery, Otolaryngology, etc.), Specialty rounding (Cardiology, Nephrology, Neurology, etc.), Pediatrics, and Labor & Delivery services.o Managed team of five Executive Consultant and Project Managers to support medical office and perioperative operations, resulting in efficient Ambulatory Surgical Center utilization (80% room utilization)o Developed and maintained OBGYN Quality dashboard measuring provider-level performance resulting in reduction in pre-term birth, overall C-section rates, and Vaginal Birth after C-Sectiono Worked with APIC for Hospital Utilization to manage hospital utilization that led to reduction in hospital days for Commercial, Medicaid, and Medicare patients.

o Managed a team of 4 analysts to partnered with APIC for Access to implement patient driven access strategies utilizing data to understand appointment supply vs demand, identify issues, and directly work with department Chief and managers to improve performance. This resulted in the Medical Center Patient Driven Access performance improve from worse performing Northern California center to number two within three monthso Led integration of Finance and Access responsibilities of the Controller’s Office by providing analysts training in Financial/Access concepts and systems such as eConsult referral system, PCP Panel Size Manager, Peoplesoft General Ledger, etc. This provided each department having a single analyst to support all their finance and operational needs, while improving analyst satisfaction and skillset. As a result, customer satisfaction from the department improved and overall departmental performance improved.o Led team of 18 analysts across Northern California to improve support for Primary Care (Adult/Family medicine, Pediatrics, and Ob/Gyn) through projects such as rolling out a Prospective Scheduling Tool for all Medicine departments that automates review of future schedules and identifies patients who require pre-work and/or preventive screeningso Developed and implemented technical strategy to improve analytical throughput by automating delivery of reports through migrating from a mainframe data mining environment to a PC based environment and developing a robust technical recruiting process; This resulted in automating over 100 reports and improving the technical skillset of analytical staffo Developed and maintained medical center budget of $240 million by working with Executive Leadership, Chiefs, and Managers, which has resulted in Medical Center consistently within budget for the last four yearso Managed a team of seven analysts and staff to support Finance, Access, Physician Payroll, Accounts Payable, and Outside Referrals

o Reviewed and analyzed company-wide bookings forecast in preparation for monthly business review with CEO; Responsibilities include working with Business Units to understand product roadmaps, market and competitive conditions, and trend analysiso Partnered with Cisco Market Intelligence for market share reporting and analytics for use in public reporting to industry analysts; Responsibilities include understanding the key technologies, how they are managed within the business, and how they are externally communicated; Areas of focus: Unified Communications, Switching, Storage Networking, and Application Networking Services technologieso Managed and supported Cisco’s external technology market segment hierarchy and governance; a cross-functional process to ensure Cisco’s product classifications are accurate, consistent, and agreed-upon; Hierarchy used to enhance business decision-making and external reporting o Led cross-functional effort to define and size Cisco’s software business; Project results include agreed-upon company-wide software definition, defined systematic data approach, and understanding of software business

o Responsible for financial oversight of $150M budget for Cardiac Service line across Northern Californiao Reviewed and analyzed monthly financial and operational metrics and presented monthly performance dashboard to Leadership with recommendations/suggestions for improvemento Worked with Senior Leadership to develop a long term strategic plan for implementation of a de-centralized Cardiac Services delivery model in Northern California; a 10-year financial model including long-term operational cost projection, competitive risk analysis, ROI analysis of capital expenditures, and patient demographic trend analysiso Performed cost benefit analysis of new programs and services and presented to Senior Leadership, including NPV and ROI comparative analysis; projects include 64 Slice CT, Stereotaxis Lab, and Adult Congenital Heart Disease; all of which were approvedo Developed working model for financial forecasting of future training, start-up, and operational costs associated with establishing new Cardiac sites; model utilized in planning for new Santa Clara site in 2007o Created methodology for patient volume forecasts employed in annual budget development of Cardiac services at established sites

o Developed functional and systems requirements for web-casting network infrastructure with a large national network providero Developed service and network provisioning documentation for integration of a new media content delivery network to client’s existing business processes

o Worked to develop and implement internet and e-commerce quality assurance methodology ensuring standards and processes are meto Utilized project management skills to craft successful test strategy for internet commerce clients

Telecommunications, Software Quality Assurance Feb ’98 to May ‘00Project: Implementation of a new network and software platform for a major telecommunications corporation to enter into a new service market.o Led and managed testing efforts between application developers, quality assurance, and business product teams concurrently resulting in software releases meeting client needso Utilized project management skills on a daily basis to ensure client satisfaction, as well as to ensure project and team successo Implemented new test methodology to existing client QA organization; ultimately, improving testing performance and ensuring business requirements are meto Developed reporting structure for a more effective and efficient issue resolution processTechnology, Financial Statement Audit Team Member Sept ’97 to Feb ‘98Projects: Client base included companies in the manufacturing, software, retail, and telecommunications industries.o Audited client financial statements according to Financial Accounting and SEC standardso Identified and recommended improvements to system procedures and documentation resulting in improved internal controlso Reviewed the audit program, project risk assessment, and workpapers for completeness and accuracy