In addition to previous responsibilities as CFO, I was appointed the Chief Business Development Officer responsible for the evaluation of business opportunities and the development of initiatives to retain and/or enhance patient volumes utilizing services at O'Connor Hospital and its affiliated physicians and services.

After a 5 month stint as the interim CFO, I was selected to serve as the SVP and CFO of the Hospital. In my role, I am responsible to oversee the Capital and Operating Budgeting and Financial Forecasting processes, the Revenue Cycle processes, Materials Management, Financial Reporting, Managed Care contracting for the Hospital, development of the Medical Foundation, Physician Contracting, Real Estate Leasing and development of Joint Venture opportunities presented. The departments reporting to this position include Finance, HIM, Patient Access, Case Management, Social Services, Materials, Patient Transport, Housekeeping, Plant Maintenance, Construction and Security.

Utilizing over 25 years of experience in Accounting, Financial and Treasury functions associated with a CFO position in Hospitals and Healthcare Systems; Responsibilities have included Financial Strategic Planning, Financial and Operational Turnarounds, Budgeting, Capital Formation Plans, Managed Care Organization Negotiations, Revenue Cycle Imrpovement Projects. etc.

Served as the Interim CFO of this large Health System, located in Michigan. Worked to restore financial accountability throughout the System. Responsible for oversight of Revenue Cycle Improvement Project, coordinating System's initial response to OIG Investigations, developing mid-year Operational adjustments to address shortfalls in Operating Results versus Budget, restored credibility of Financial Reporting to Finance Committee and Board of Directors, actively participated on the Steering Committee for the development of a Strategic Plan for the Health System, regularly presented to Board on Financial matters.

Served as the Project Coordinator for the preparation of client workpapers and Financial Statements for approximately 15 SOA's (Separate Opinion Audits) for the year ended December 31, 2006. Responsibilities included oversite of approximately 10 contracted staff, coordinating efforts to first produce workpapers that provided evidence to support the financial statements for each of the 15 entities, coordinating the staff to clear auditor inquiries, preparing Financial Statement drafts for both internal and external reviews. Project was completed on time for the first time in years!

Served as the Interim Financial Executive, essentially filling the role of CFO. Worked with CEO and Senior Management to fill vacuum created with the departure of previous CFO. Worked with existing Controller to evaluate potential for assension to CFO position. Worked with Senior Management to improve business intelligence used in the decision-making process. Responsible for oversight of the externally staffed Revenue Cycle Improvement Project and the software conversion project with Cerner. Provided list of opportunities. developed during my engagement, for MTMC to improve operating results by over $3M.

Worked with Senior Leadership to evaluate and enhance Revenue Cycle processes to increase the realization rate on Patient Revenues. Prepared for a market leadership position that failed to materialize.

Responsible for the Accounting, Financial and Treasury functions associated with the CFO position. Responsible for leading the Hospital through a financial turnaround that reversed a $20M plus loss to a breakeven operation within one year and $20M profit within 3 years. Responsible for the internally developed Revenue Cycle Project that improved Reimbursement for Patient Revenues by over 200% within 3 years. Accomplished turnaround without any personnel layoffs. Restored credibility of Financial staff and reporting with Board and external users. Created a Capital Formation plan that relieved Hospital of antiquated Debt Instruments and established state-of-the-art Debrt Instrument that supported current and future Capital needs.

Served as the CFO and Treasurer of the Hospital, then the holding company, Health South and its successors. Responsible for the Accounting, Financial and Treasury functions of the organization. During time at MMCJ, Hospital grew into Health System adding two other Hospital, numerous physician practices, three Outpatient Surgery locations offcampus, two Outreach Operations in offcampus locations, partnered in a Managed Care Organization, etc. During this period that Health System improved its Net Cash position from a negative $40M to a positive $200M and added over $250M in Capital Assets. Coordinated/negotiated the sale of interest in two of the three Hospital's to Columbia/HCA in 1995. After leaving employment with MMCJ, served on the Board of Directors of the Parent Company until moving to Miami Children's Hospital in 1997.

Began serving Hospital in capacity of Director of Accounting, responsible for overseeing Accounts Payable, Payroll, Financial Statement Preparation. Promoted to Assistant Controller and assumed responsibility for Budget Preparation, External and Internal Audit Coordination and Performance, Financial and Operational Analysis and Medicare/Medicaid Cost Report Preparation. Promoted to Controller/CFO and assume responsibility for the Financial Reporting to the Board and to the Parent Company, in addition to the oversite of the functions previously indicated. Also assume responsibility for oversite of the Revenue Cycle for the Hospital.

First position out of college wa as an auditor for AA&Co. Worked on numerous audits, but specialized in Healthcare. Fulfilled experience requirements for CPA licensure in 1976 and elected to leave for a position in the Healthcare industry.