Effective May 20th, I have returned to the Charlotte, NC area. I am seeking career opportunities either based in the Charlotte, NC area, or involving travel out of Charlotte as my home base. I am open to permanant positions and either short-term or long-term consulting opportunties.

 One of only a few nationally certified SAMSHA toxicology labs.Accomplishments include: Provided leadership over financial accounting and reporting, GAAP analyses, revenue cycle billing/collections, managed care, supply chain and customer fulfillment services, taxes and treasury. Managed development and construction of 45,000 square ft. laboratory and administrative office building. Critical to providing company with > 50% capacity for future expansion to meet strategic growth plans. Led recovery of project from being 3-4 months behind schedule when I first arrived to completion on-time with key target date of year-end. Led carefully staged and coordinated relocation of business with no interruption in customer service – 100% seamless to customers. Negotiated expansion of bank credit facility to fund immediate development and growth needs, including providing 12-month financial forecast to bank with justifiable financial covenant structure and liquidity measures. Developed financial analysis of sales performance by sales rep that identified and quantified critical need/opportunity to restructure incentive compensation structure to drive improved performance along strategic company goals.  Identified significant revenue enhancements with certain testing procedures not being captured and coded to billable CPT codes in the legacy billing system/process. Led to complete overhaul of charge capture and CPT coding configuration. Restructured customer supply order fulfillment and warehouse logistics functions under total quality management (TQM) principles, including the warehouse layout, process flow, staff responsibilities, and performance management via real-time and daily metrics. Implemented inventory and warehouse management system, transforming supply chain and customer order fulfillment processes from 100% manual to 100% automated, including mobile warehousing, on-line ordering portal, and management reporting and analytical tools.

 Venture capital-backed company that developed, owned, and operated ambulatory surgery centers in partnership with physicians focused primarily on obesity surgery. Founded in November 2005 by former executives of MedCath Corporation. Executed restructuring and disposition plan in June 2011. In additional to the traditional CFO and Treasurer responsibility for leading the financial strategic planning and operations of the company, I was heavily involved in development and execution of all phases of business model and evolving 5-year strategy with CEO and COO. Business experience included initial start-up and funding, periods of de novo growth, organizational and capital restructuring, economic stabilization, repositioning for future growth and ultimate disposition plan. Experience furthered my skills and expertise in all areas as role required both strategic ownership of the business and direct leadership/hands-on design, operation and decision making in all function areas. At a functional level, revenue cycle, process design, performance improvement, data-driven management, contracting and negotiating, and accounting and reporting were priorities. At a strategic level, continuous capital planning, forecasting, and business development was paramount to the successes achieved in the CFO position.

Managed financial operations of 12 acute care hospitals across 9 states generating $800+ million in combined net revenue (comprising 85% of MDTH), including opening and ramping operations of 5 new hospitals and divesting of 1 hospital. Experience and achievements included: GPO and revenue enhancement initiatives yielding financial improvements in excess of $11M in first year. Revenue cycle achieved industry lows in A/R and unbilled days while growing net revenue and cash flows from collections. Bad debt expense in same facility hospitals managed to < 7% of net revenue through disciplined point of service protocols and responsible charity care programs. Management reporting and accountability through daily dashboards, benchmarking, key indicator reporting, data-driven analyses and operations reviews with COO drove organizational performance to budget and strategic plans. Implemented proven methods for significant accounting estimates (e.g., revenue allowances, bad debts, malpractice reserves) leading to more timely and effective management decisions; no surprises or material out-of-period adjustments. Centralized revenue cycle, budgeting and analysis, and reporting provided economies of scale and improved performance. Controlled overhead costs through zero-based budgeting quality initiatives with corporate service providers. Evaluated business opportunities adding new and expanded services capital investments. Co-led annual strategic planning, capital and operating budgeting for hospitals and division/regional support. Data-driven, activity-based budgeting process implemented across hospital division.  Substantively engaged in treasury and cash management, materials management, managed care contracting, information systems, decision support, risk management and legal activites.

Led restructuring of financial accounting and reporting infrastructure to transition MDTH from a private to a publicly traded company, and then managed those functions along with the financial operations of the cardiac ventures division, physician practice consulting and management division and corporate support services.Accomplishments included: Along with Corporate CFO and Treasury, led MDTH’s 2001 initial public offering in 2001 and various private placement and public debt offerings totaling over $370 million in funding. Reduced average monthly consolidated company close from 12-day soft close to 8-day hard close, prepared audited financial statements and all SEC filings, including MD&A, and provided analyses for public earnings releases and conference calls. Co-led integration of EPM budgeting and actual reporting system into a single company-wide reporting platform while serving as the healthcare beta site for the software developer. Collaborated with MDTH CFO and Audit Committee to develop and manage co-sourced internal audit function and Sarbanes-Oxley compliance programs.  Developed, implemented and monitored all financial accounting policies, internal controls and financial procedures across all hospitals and business units. Prepared technical analyses of material transactions and business relationships, including complex joint venture business models and management, service and lease arrangements.  Analyzed and managed complex accounting issues such as disproportionate joint venture earnings allocations, goodwill valuation and impairment, consolidation of variable interest entities, self-insured liability retentions and stock-based compensation. Engaged in due diligence and data-driven analysis of hospital and other venture development and acquisition opportunities and cost management initiatives.

 Built a strong foundation in Big 4 public accounting after joining Deloitte and Touche, LLP in 1993, serving in the assurance and advisory services line as a Certified Public Accountant (CPA). As a senior manager in 2001, moved to senior managerial role with client in the healthcare industry (CAO at MedCath). Earned a fast-track to the position of senior manager with Deloitte & Touche in 7 years based on consistently exceeding expectations along firm’s career growth plan. Recognized for managing large, high-growth, multi-location audit and SEC transaction engagements of Office of the Chairman clients considered strategic to the firm, including: MedCath Corporation, Springs Industries, Inc., Sonic Automotive, Inc. and General Motors (Saturn Retail). Worked with numerous middle market and growth clients in manufacturing on a variety of engagements including audits, cost studies and process reviews. Industry experience in healthcare, manufacturing, retail, automotive dealerships, financial institutions, governmental, and non-profit. Led or consulted on numerous acquisition due diligence audits and projects. Responsible for managing billings, collections and profitability of large engagements.