Dan helped lead the following dramatic changes to the SEARHC organization from 2013-2020:-Total Net Assets from $43M to $199M-Cash and Investments from $340k to $102M-Days cash on hand from 1 to 213-Employees from 970 to 1313-Clinic locations expanded from 17 to 33-Hospitals from 1 to 2+-Expansion of outpatient visits from 134K to 195K-Expanded through merger/acquisition - 2 hospitals, 1 large FQHC, and 2 service organizations

Brought in to provide strategic direction, operational oversight and financial management following the retirement of long-time CEO.- Expanded three clinic sites and purchased a city block for construction of new downtown clinic- Implemented an integrated, patient-centered care model that positioned the organization to provide more efficient , cost effective and timely care -Developed new leadership structure and communication process, resulting in an 85% increase in… Show more Brought in to provide strategic direction, operational oversight and financial management following the retirement of long-time CEO.- Expanded three clinic sites and purchased a city block for construction of new downtown clinic- Implemented an integrated, patient-centered care model that positioned the organization to provide more efficient , cost effective and timely care -Developed new leadership structure and communication process, resulting in an 85% increase in employees' trust in senior management as measured by engagement survey Show less

Hired to produce financial, organizational and quality turnaround in wake of staggering financial decline and regulatory issues at hospital run by two boards, and two corporations, with diverse staff of federal, public health service, contract and traditionally hired employees.- Significantly improved financial performance to assure a positive bottom line.- Reversed declines in quality and patient safety resulting in successful JCAHO accreditation.- Replaced bureaucratic culture… Show more Hired to produce financial, organizational and quality turnaround in wake of staggering financial decline and regulatory issues at hospital run by two boards, and two corporations, with diverse staff of federal, public health service, contract and traditionally hired employees.- Significantly improved financial performance to assure a positive bottom line.- Reversed declines in quality and patient safety resulting in successful JCAHO accreditation.- Replaced bureaucratic culture with a business model addressing leadership challenges and increased accountability.- Revitalized floundering hospitalist program and cancer care service lines. Show less

Appointed to drive financial, operational and cultural turnaround for the 391 bed regional, non-profit medical center that provides tertiary, Level II trauma, psychiatrics and rehabilitation services across three campuses.- Delivered financial turnaround by implementing productivity system, redesigning the revenue cycle, standardizing products, and expanding cardiac, cancer and rehabilitation programs.- received Patient Safety Excellence Award for three straight years - only one of five… Show more Appointed to drive financial, operational and cultural turnaround for the 391 bed regional, non-profit medical center that provides tertiary, Level II trauma, psychiatrics and rehabilitation services across three campuses.- Delivered financial turnaround by implementing productivity system, redesigning the revenue cycle, standardizing products, and expanding cardiac, cancer and rehabilitation programs.- received Patient Safety Excellence Award for three straight years - only one of five hospitals in California to do so.- Orchestrated facility expansion in established neighborhood, resulting in three distinct campuses: acute, rehabilitation, and long-term care/behavioral health.- Steered strategic planning process with the board, medical staff ,and management to set the vision for the next 5 years. Show less