David F Alexander, LLC helps our clients maximize financial success by providing a full range of strategic and financial consulting services. Our clients achieve best practice strategic financial management that produces tangible, measurable, and improved financial results. Our solutions are as unique as the providers we partner with. Each engagement is tailored to the diverse circumstances and challenges our clients face. We help clients tailor a specific set of strategic and operational approaches to drive value in their particular context.

UHS, a Fortune 500 company, is one of the largest and most respected hospital management companies in the nation. UHS owns and operates more than 350 facilities in 37 states, Washington, D.C., Puerto Rico and the United Kingdom. Annual revenues of the company are $10 billion.

Headquartered in Pittsburgh, Allegheny Health Network constitutes the clinical delivery component of an integrated delivery and financing system, with Highmark Health as its parent company. AHN is a patient-centered and physician-led academic healthcare system that provides comprehensive healthcare services to patients in western Pennsylvania and the adjacent regions of Ohio, West Virginia, New York an Maryland. With approximately 19,700 total employee and 1,500 volunteers, AHN operates eight acute care hospitals with more than 2,200 beds in quaternary, tertiary and community facilities, eight ambulatory surgical centers, six urgent care centers, and four Health + Wellness Pavilions. The AHN System employs more than 1,200 physicians who provide a variety of primary and specialty care at more than 250 healthcare sites through the region. AHN is affiliated with three medical schools and currently educates more than 500 residents each year in 46 accredited residency programs. AHN also controls a research institute and four charitable foundations an a trust that support certain Hospitals within the AHN System. AHN Provides an array of post-acute care services, primarily under joint venture arrangements, including durable medical equipment, home infusion services and home health and hospice services. AHN also owns and operates a group purchasing organization that supports 87 members in the region, a captive insurance company, and a clinically integrated network, among other businesses.

Refinanced and restructured debt for a present value savings of $45 million and reduced annual debt service by $7.2 million. Collaborated with physicians and care management on a compliant documentation management program that improved the case-mix index resulting in an improvement in net patient revenue of $7.2 million. Captained a system wide point-of-service cash collection change process resulting in a 400% improvement in cash collections. Developed a five-year financial plan that aligned with the System's strategic plan. Implemented a robust business intelligence system.

Memorial Healthcare System is a regional healthcare delivery system with six hospitals (1,800 licensed beds), a 120-bed nursing home, an urgent care center, a home health agency, an outpatient center and multiple primary care centers located throughout south Broward County, Florida with total annual revenue in excess of $1.7 billion. It is one of the largest Public Healthcare Systems in America. I participated in several key acquisitions to strengthen our clinical integrated network and market position. Assisted with the organizational development of a full-risk Managed Medicaid subsidiary with 63,000 covered lives. Awarded “Where to Work: BEST Hospital Finance Department” from Healthcare Finance News magazine (September 2013)

Redesigned and fully automated the procurement-to-payment system; motivated Accounts Payable staff to become Certified Accounts Payable Specialist achieving Platinum Department status (95% of staff certified); assisted the Chief Strategy Officer with the development of strategic plan and negotiation of the Annual Operating Agreement with Jackson's academic partner, the University of Miami - one of the largest operating agreements in America.

Integrated pediatric health care network with 500 licensed beds and 50+ primary/specialty care and ambulatory surgery locations. Assets of $3.2B and revenues of $1.7B. Rated #1 children’s hospital by US News & World Report.Led a commercial banking transition and redesigned treasury services with a reliable cash forecasting model. Led a data warehouse and business intelligence reporting initiative. Lead a procurement-to-payment business process redesign to consolidate six accounts payable departments. Implemented an accounts payable audit tool which recovered $2M+ of payments.Reduced closing cycle time by 33% and issued $100M Hospital Revenue Bond

Responsible for all aspects of Financial and Managerial reporting for integrated delivery system with 5 hospitals and >1,800 beds. Created highly efficient and accurate 5 calendar day closing process; improved vendor payment timeliness and accuracy resulting in significant payment term savings; improved payroll cycle time and employee participation in direct deposit.

Led the financial and strategic management of a 42-bed sole community Hospital in Florida Keys affiliated with Baptist Health of South Florida leading all financial reporting, budgeted and strategic financial planning. Given additional responsibility for construction management in February of 1999 for Baptist Health to develop corporate policies and procedures related to construction expenditures, financial reporting and forecasting.Founding Board Member, Mariners Physician Hospital Organization responsible for collaborating with physicians to better negotiate managed care contracts. Assisted CEO in a strategic initiative to recruit new physicians for pediatrics, internal medicine & gynecology and served as the accountable leader to on-board the physicians in the community. Construction projects include a replacement hospital, medical office building and several renovation and expansion projects across four hospital campuses while selling the old hospital facility. Led the Hospital to the most profitable fiscal year in its history during fiscal year ended September, 2000.

$180M luxury real estate development and private club with residential condominiums, hotel, marina, spa, golf and tennis club, restaurants, shops and other amenities.

Led supervision and review of the accounting for the merger of Victoria Hospital and Cedars Medical Center 500+ bed hospital in accordance with (APB opinion 16) creating the largest for-profit hospital in Florida at that time.Implemented several management information system conversions. Captained a process improvement team with three of Cedar’s largest medical supply vendors and Cedar’s purchasing, receiving and accounts payable departments. Assisted in the implementation and review of zero based operating budget, capital budget and cash budgets.

Client assignments with Big 4 accounting firm were primarily in Healthcare and Real Estate industries. Several audit clients had revenues in excess of $500M. Responsibilities included planning all facets of audit engagement including supervision of audit staff.