A nationally recognized company committed to healthcare transformation and the strategies and processes that make that successful. Focused on providing experienced healthcare executives to help clients customize solutions to meet their business needs. Utilizing best practices and methodologies, driving excellence in organizational effectiveness, clinical integration, quality, customer experience, and business results. Leading physician organizations and health systems in best practices in population health, pay for performance and patient experience.

Responsible for all Medical Center programs and services, all Physician Group programs and services, Quality and Patient Safety, Human Resources, Facilities and Plant Operations, as well as interface with all operations across the System.Advanced Physician Alignment• Restructured the Hospitalist program implementing a plan to successfully recruit to the program and decreased locum expenses by $1.4 million. • Coordinated development and implementation of an Intensivist program yielding a decrease in critical care LOS and significant projected financial ROI.• Opened the first regional primary care clinic for MNPG outside Centre County in Mifflin County preserving a 10% market share for MNMC.• Developed a comprehensive physician recruitment plan and successfully recruited 17 physicians for MNHS.• Restructured the compensation models for CRNA’s enabling successful recruitment and a projected decrease of locums expense of $3.2 million.• Partnered with Penn State Hershey Medical Center to implement an integrated transfer system improving the timely transfer of patients for tertiary care by 25%Operational Improvement• Directed the selection and implementation of an operational assessment of MNMC by Price Waterhouse Coopers to decrease organizational cost and improve quality and efficiency with an assessed savings potential of $20 million.• Developed an $8 million improvement plan for the Mount Nittany Physician Group including: • Established a planning system to expand perioperative capacity through the completion of a $35 million remodel. System Integration• Completed a successful SEIU union contract negotiation saving an estimated $250,000 from initial budgeted projections.• Directed of a comprehensive compensation and benefits assessment for the organization. • Directed the successful transition to a Defined Contribution retirement plan for the organization with an estimated savings of $2.9 million over the next 10 years.

A regional health system with gross revenues of $833 million, net revenues of $311 million, and 2,300 employees. The system includes: Southeast Missouri Hospital with 266 beds; 30-bed Southeast Health Center of Ripley County; Southeast Medical Group with 70 physicians; and the Southeast Health Regional Cancer Center. Southeast’s Board of Trustees has 36 members with no term limits on tenure.Regional System Development• Strategically established Southeast Health as a regional healthcare system, directing a successful merger with Ripley County Medical Center• Developed a successful system branding and marketing strategy• Directed a Wound Care center acquisition, generating $1.5 million in profitability• Executed a $33 million West Campus expansion strategy• Restructured financial strategies • Identified and corrected prior accounting system issues• Implemented productivity and national benchmarking systems• Established a service line management reporting structure for Oncology and Cardiovascular Services. Increased Employee Satisfaction• Executed a “Work Community of Choice” strategic plan, increasing 33% overall.Advanced Physician Alignment• Developed and implemented a physician recruitment and alignment strategy, e• Collaborated with physicians to improve clinical documentation, yielding an annual improvement of $7 to $8 million in net revenue and an improvement to CMI of 10%.Enhanced Clinical Quality/Patient Satisfaction• Developed and integrated a Patient Experience culture • Achieved numerous national quality awards, including: HealthGrades Outstanding Patient Experience Award for 2009, 2009/2010 and 2010/2011; ranked #1 in Missouri for vascular surgery and Five-Star Rated for carotid surgery for 2009 through 2011; ranked among the top 10 in Missouri for Overall Cardiac Services, Cardiology Services and Overall Orthopedic Services; and ranked among the Top 10 in Missouri and Five-Star Rated for Stroke Treatment for 2009 through 2011.

A regional health system with gross revenues of $768 million, net revenues of $307 million and 2,200 FTE’s. The system includes: 365-bed St. John’s Regional Medical Center; St. John’s Maude Norton Hospital, a critical access facility in Columbus, KS; the 120-physician St. John’s Medical Group; and other subsidiaries. St. John’s is a unit of Catholic Health Initiatives (CHI), a national, faith-based healthcare system.President & Chief Executive Officer, 2006 – 2008Interim President & Chief Executive Officer, 2006• Achieved a comprehensive financial turnaround, increasing EBITDA by $10 million and operating margin by $12 million through the third quarter of FY08.• Reversed negative market share trends, increasing overall share 2% and managed care share 10% in FY08.• Recruited 18 physicians in 2008 and improved physician satisfaction scores in all categories.• Revitalized regional network relationships and launched a dynamic consumer marketing strategy called “Straight Talk”, designed to increase consumer demand for St. John’s inclusion in selected managed care networks.• Achieved numerous national quality awards, including: Thomson Top 100 Hospital, 2006; Thomson Top 100 Performance Improvement Award, 2007; and the HealthGrades Patient Safety Award, 2008. St. John’s was one of only 5 hospitals nationally to win 3 Top 100 Awards in 1 year.

Senior Vice President & Chief Operating Officer, 2003 – 2006• Increased medical staff satisfaction to the 70th percentile of The Jackson Organization’s (TJO) benchmark in 2004, the greatest increase in physician satisfaction in TJO’s history.• Interceded successfully in highly negative contract negotiations with a major Cardiology group, safeguarding $62 million in revenue. Secured a $34 million revenue stream from a large Orthopedics group by creating a highly innovative business model which allowed the group to remain independent, while averting a move to a competitor. Implemented a new Hospitalist program which provided 24-hour, on-site physician staffing. • Increased patient satisfaction, moving St. John’s from the bottom 10 in CHI to the top 25%.• Achieved a medical center operating margin of 7% in FY04 and 11% in FY05.• Acquired a large, multi-site Physical Therapy business where previous attempts were unsuccessful and success was deemed unattainable.• Established a Comprehensive Breast Center program, increasing volume by 6%.• Improved St. John’s’ financial performance by $5.7 million and increased CMI by 6.7% through implementing the J.A. Thomas program.

Senior Vice President Patient Services, 1999 – 2003Vice President Patient Services, 1999• Span of control included 1,020 FTE’s and gross revenues of $115 million (a third of total revenues).• Decreased the nursing vacancy rate from 13% to 6% by starting a recruitment/retention program.• Integrated ambulatory services in a single platform called the Advanced Medicine Pavilion, a $53 million project which included diagnostic imaging, a breast center, a donor center, a regional cancer center and a medical office complex. • Generated $13 million in additional revenues by opening an Ambulatory Surgery Center.• Decreased blood product costs 75% and generated a new revenue source with a 40% ROI by developing an FDA-approved Donor Center and Donor Coach, serving western Colorado.• Increased Interventional Cardiology volume by 25% through developing a new platform for the Cardiology program, including outreach services

Vice President, Clinical Services, 1992 – 1999• Managed all patient care operations, including Nursing, Professional and Support services.• Responsible for all physician contracts, hospital-based physician services and Medical Staff committees.• Enhanced hospital revenues 20% by starting an invasive Cardiology/heart surgery program.• Implemented Clinical Pathways, using the Iameter database, decreasing length of stay for pneumonia patients by 25% and increasing physician compliance to practice standards by 25%.• Increased Oncology revenue 40% by developing an Oncology Services program, which later affiliated with the UCLA comprehensive cancer program.• Managed a $30 million construction project and directed a clinical computer system conversion.Vice President, Nursing Services, 1987 – 1992• Averted a unionization effort by executing a dramatic change in labor relations strategies.• Increased productivity by 5% and improved patient/staff satisfaction by redesigning the patient care delivery system.• Reduced costs 10% by reorganizing Nursing Services’ management structure.Early Career: Manager, Cardiopulmonary Services and Critical Care Registered Nurse at Marian Medical Center, 1982 – 1987; Critical Care Registered Nurse, Metropolitan Medical Center, Minneapolis, MN, 1980 – 1982.