Directed operational efficiency and growth of Academic Medical Group consisting of 250 Primary Care (Family Med, Internal Med, Pediatrics, and Internal Medicine/Pediatrics) and Urgent Care providers in 11 clinics located in 5 counties along the Wasatch Front. Provided leadership oversight for 25 Licensed Clinical Social Workers embedded in community-based clinics as part of group Integrated Behavioral Health. Responsible for the financial performance of the group, including the creation and management of a $140 million plus operating budget and the development and management of provider compensation. Responsible for setting the strategic direction of the group and ensuring necessary resources are funded and accessible including Clinical Pharmacy and Care Managers to support the department's goals of superior Patient Experience, Quality and Safety, Financial Strength, and Provider Engagement. Coordinated analyses of physician practices, providing direction on the addition of physicians, maintaining the sustainability of existing practices, and utilizing opportunities to improve management and financial strength. Actively involved in and provide leadership to group-sponsored initiatives including Population Health Management and Patient-Centered Medical Home accreditation. Acted as a catalyst between University departments, physicians, clinical representatives, and external entities to promote continuity and quality of service.

Develop $39 million annual UUMG budget for all activities. Monitor actual expenses vs. budgeted figures and report to UUMG managers and Finance Committee.Maintain positive account cash balances and reconcile cash in all UUMG accounts. Ensure all expenditures meet budgetary guidelines and University and UUMG policy. Assure compliance with University purchasing guidelines and policies.Serve as a leader and active member of UUMG and University Community Physician Group committees by helping manage initiative in clinic growth, patient access, point of service, charge capture, billing and analytics.

Responsible for operational oversight of 5 health clinics in the Greater Los Angeles and San Francisco Bay Area.

•Managed all accounting functions including accounts receivable, accounts payable, payroll, collections, general ledger, and fixed asset management. Prepared annual operating and capital budget. Prepared and reviewed financial reports (month, quarterly and year end) for presentation to senior management group. Managed cash flow and reconciled monthly bank statements.•Lead member of executive restructuring team. Orchestrated budget development process and presented to Board of Directors for approval. Actively sought out and eliminated unnecessary expenses. Reduced expenses by 11%. •Led relocation efforts to secure larger warehouse space, enhanced security and greater accessibility. Company was able to leverage new location and increase revenue by $425,000 annually.•Initiated efforts to obtain improved telecommunications system. System led to elimination of estimated 25% missed calls and recovery of $1000 in lost revenue daily.•Directed all human resource activities including; hiring, performance review, disciplinary actions and terminations for staff of 25. •Represented organization during purchase of company by venture group. Compiled and presented due diligence material to senior members of venture group including; company history, market analysis, historical and projected income statement and balance sheet, contract review and labor report. Assisted with closure of transaction and facilitated smooth transfer of ownership.

Directed and oversaw all operations of 50 room assisted living facility and 67 independent senior apartments, including; all financial and general ledger management, marketing, public relations, human resource activities, and resident care and safety.

•Responsible for $28 million operating budget. Worked with Senior Nursing Staff to identify and correct department-level variances through threshold-based action planning protocols. Realized an increase in net operating income of 15%. •Authored Emergency Department remodel and expansion strategic and functional planning report. Researched national best practice trends, organized patient and staff needs assessment focus groups, and interviewed key internal and external stakeholders. Synthesized data into comprehensive document outlining recommendations to improve patient care process, hospital integration and work flow. $12 million 10,000 square foot project completed. •Established additional patient treatment area to minimize the impact of irregularly high patient volumes. Modeled work flow process, secured suitable location, coordinated procurement and distribution of clinical supplies, presented main elements to hospital medical director, and communicated details to key hospital personnel. Implementation reduced length of patient stay by 27%. •Led cross-functional teams consisting of physicians, ancillary providers, nursing staff and non-clinical staff in the redesign of workflow processes including triage, registration and discharge. Redesign efforts eliminated process redundancies, reduced delays and significantly improved key metrics.

•Managed team of 18 credential verification specialists. Responsible for all human resource activities including hiring, performance reviews, disciplinary actions and terminations. Oversaw $2 million budget, ensured contract compliance and led provider relationship development efforts. •Overhauled provider credential review and enrollment process. Standardized workflow procedures developed tracking system, clearly communicated expectations and restored accountability. Reduced overall time of process by 40%.

•Developed and managed $1.75 million facility operating budget. Directed all human resource activities for 17 staff members including hiring, performance reviews, disciplinary actions and terminations. Organized annual fund-raising events and community relation activities and consistently raised in excess of $40,000. •Analyzed core processes and operations. Aligned services with mission statement, consolidated service lines and eliminated duplicate administrative functions. Realized net savings of $450,000. •Created training and development program for mid-level management team through formalized coaching and mentoring programs. Training increased leadership ability, communication skills and team performance.

•Relocated 12 clients due to inadequate housing quality and safety concerns. Met with civic leaders, developer and architect to plan construction of ADA compliant housing. Recruited 20 community volunteers to transport all equipment and personal effects. Relocation improved client satisfaction, increased overall safety, and enhanced quality of services provided.