Provide executive leadership for financial and operational functions at KU Medical Center, a large academic medical center that includes a school of medicine, school of nursing, school of health professions, large faculty practice plan and large hospital system. Direct functional responsibilities include campus finance, facilities, police department and public safety, parking, university-wide tech transfer office, emergency management and instutitional analytics. Work closely with broad leadership team from KU Medical Center, the University of Kansas Health System, the University of Kansas Physicians practice plan, University of Kansas Lawrence, and other university affiliates to develop and implement financial plans and operations in support of the educational, research, and clinical missions of the university. Executive leader for financial support systems and reporting, budgets, and financing / funding decisions. Led selection and highly successful implementation of a full enterprise version of the Workday ERP system, including full financials, payroll, budgeting / planning, procurement, human resources and research grants administration, which went live into production July 1, 2020. Actively participate with medical center CEO and facilities leadership team to develop and implement long-term campus facilities plans.

Dirrected all affairs and staff of the KBA, which was a $581 million, 15-year investment fund created in 2004 by the Kansas legislature to invest in promising companies and bioscience research in the state. Worked closely with board chair and full board of directors. Directed the management of all investments in KBA portfolio representing over $272 million in financial commitments as of 2012. Directed completion of 47 investment deals between April 2011 and July 2012. Oversaw provision of business consulting services by KBA staff to portfolio companies. Appointed to boards of four independent organizations with strategic connections to the KBA, including the Institute for Advancing Medical Innovation (IAMI) at the University of Kansas. Served as KBA's key media spokesperson. Provided strong leadership to stabilize organization and keep staff focused on core investment and operating functions during period of political turbulence created by selected state officials.

Executive leader of the investment, commercialization and business assistance arm of the Kansas Bioscience Authority. Recruited investment team of 5-7 professionals with broad range of industry experience. Completed 63 investment deals between July 2009 and April 2011. Led strong collaborations with venture capital firms, research universities, and other private and public entities in the biosciences industry. One of three corporate officers responsible for overall management of the KBA.

Developed annual financial plan, partnering strategies, and pro-forma projections for expansion into new market segments.

As an entrepreneur-in-residence for the Ewing Marion Kauffman Foundation, developed detailed 10-year economic model for the proposed, and ultimately successful, National Cancer Institute-designated cancer center at University of Kansas Medical Center. Total funding requirement for research programs, staffing, clinical programs, buildings, equipment, etc. was projected to be in excess of $700 MM. This financial model became the foundation for the cancer center's initial business plan, which helped launch the center to resounding success. KU's Comprehensive Cancer Center continues to be one of the core strategic assets and priorities of KU Medical Center.

Member of founding management team at this competitive local telephone company that grew from start-up to nearly $300 MM in revenue and 1,500+ employees in six years. Company provided comprehensive voice and data services across 40+ metropolitan areas in 12 states. Executive leader for all IT and billing functions supporting rapid growth in virtually all company operations and administrative functions. Executive leader for mergers & acquisitions, strategic alliances and major vendor contracts. Managed annual expense budget of $5 MM - $20 MM, and annual capital budget of $3 MM - $20 MM. Led complex operational integration of $100 MM acquired company.

Directed M&A, joint venture, wireless, and competitive local exchange initiatives - both domestic and international. Appointed to small strategic development team to identify Sprint opportunities in the wireless business, resulting ultimately in the creation of Sprint PCS, which became the core of Sprint's entire business.

Senior executive of Asia/Pacific region headquartered in Singapore from 1990-1992. Led all regional functions for this division of Tulsa-headquartered software company. From 1982-1985, also worked for the company in Tulsa leading account management and operations functions.

Provided financial analysis in support of pharmaceutical product licensing, joint marketing, and other strategic business development opportunities. Created computer models to project economic returns, revenue and expenses. Identified key financial issues and risks inherent in prospective deals.