BayHealth is a UCSF Health and John Muir Health joint venture company.Reporting to the BayHealth CEO, defines and evolves projects for market extension and service line alignment for investors. Hired, coaches, and leads two staff.Collaborating with key stakeholders and SME teams, drives physician and organizational engagement, due diligence, real estate evaluation, clinical programming, and operational planning. Creates forecasts for projected capital requirements, market capture, patient volume by program, and financial returns. Authoring plans to obtain capital approval to build out 60K sf of the Berkeley Outpatient Center.

Reporting to the VP of Sutter Health Bay Area (SHBA) Strategy and Business Development, formulates, communicates, and drives the hospital growth strategy. Manages one staff member and two to four matrix-managed project staff. Establishes and maintains strong relationships with community medical staff and clinical and business leaders to guide complex business development projects. Collaborating with senior management and hospital executives, performs opportunity assessment and business and strategic planning, completes financial analysis, and identifies capital needs.Creates and implements California Pacific Medical Center (CPMC) growth strategies to foster strong physician and hospital relationships and program planning for ambulatory and inpatient care. Supporting SHBA Women and Infants service line, helps build centers of excellence aligned with enterprise growth. Brings together SHBA physician and hospital service line leadership for visioning and sharing analytics and market trends.

Reporting to the VP of Mergers and Acquisitions, defined and launched business development plans and projects from inception to due diligence to close, matrix managing up to four project staff. Served as a liaison to internal and external partner executive and clinical leadership groups for corporate development and innovation activities, cultivating and maintaining relationships. Crafted presentations, messaging, and tools to convey goals, progress, and recommendations to leadership and the Sutter Health board.Evaluated and advanced Sutter Health strategic priorities through M&A, investments, joint ventures, co-development partnerships including royalty and warrants arrangements, and external strategic partnerships. Assisted affiliate, operating unit, and executive teams realize strategic business development opportunities, producing growth and ROI.Representing Sutter, assessed start-up to mid-stage companies offering healthcare innovation and technology solutions. Partnered with Innovation and Patient Experience teams to implement collaborations.Authored RFP responses for M&A. Participated in negotiation, analysis, valuation, and deal structure for M&A and investment opportunities. Helped establish deal risk points and success factors. Led investment due diligence teams with Finance, Business Operations, Legal, Communications, Marketing, IT, Strategic Sourcing, and R&D membership.Governed six minority multimillion dollar investments and 25 opportunities. Closed one investment in 2015 and two in 2016. Negotiated co-development arrangements including performance warrants and royalties. Supported equity investment and deal closure for Velano Vascular’s blood draw technology and Augmedix’s scribe technology. Oversaw three multimillion dollar private equity relationships , collaborating with venture capitalists and LPs (Limited Partners). Vetted pipeline companies, examined fund performance and co-investment opportunities, and networked with other LPs.

Reporting to the VP of Strategy, directed the Strategic Partnerships department; hired, developed, and led a staff of four; and administered a multimilion dollar budget.Built collaborative relationships with system, regional, and clinical leadership; Legal, Marketing, and Communications; IT teams; and external strategic partners, driving partnership implementation.Representing Sutter, helped the organization simultaneously gauge 15 to 20 start-up to mid-stage companies, closing five investments. Completed initial company vetting, identified key internal stakeholders, and solicited expert review. For promising opportunities, led work groups and large due diligence teams. Managed cross-functional stakeholder implementation teams, rapidly resolving barriers to project success by leveraging organizational influence.Directed the cross-functional project team charged with evaluating an investment in MDLIVE, a telehealth company. Completed due diligence and the investment within 90 days.Ran the MDLIVE launch including: new provider recruitment, physician and patient marketing and communications, adding the telehealth benefit for Sutter employees, Epic EHR integration, patient scheduling, and utilization reporting. Partnered with MDLIVE to implement a virtual telemedicine urgent care provider platform, creating workflows and garnering senior leadership buy in.Drove concurrent investment assessment of two health technology companies that deliver digital vital signs and medication adherence monitoring. Concluded due diligence and the combined investment in 90 days, guiding pilot planning.Evaluated possible retail partners to fulfill patient digital engagement, access, and continuity of care goals. Represented Sutter in collaboration discussions with CVS and CVS MinuteClinic, partnering with internal clinical, legal, and financial teams to forge the agreement.

Provided leadership and senior staff support for transformational initiatives that accelerated results for patient retention, technology, innovation, and external partnerships, overseeing two direct reports.Contributed to the Innovation of Partnership LEAN A3 strategy to facilitate rapid system innovation and partnership formation as the lead staff member. Built collaborative relationships with system and regional management teams and physician leaders, providing business development direction and project oversight.Spearheaded and launched a system wide 13-initiative patient retention project with 56 work groups. Created work plans, led meetings, and delivered presentations to senior management and physician executives. Managed a referral reporting dashboard project, part of the patient retention initiative, and a six-person steering committee. Partnered with legal to negotiate the commercial project agreement. Directed vendor analysis of referrals for 1M Epic patient records and led work group meetings. Gave progress reports during high-level system and foundation committee meetings.

Completed quantitative analyses (i.e., financial modeling, forecasting, market assessment) and business planning in support of strategic and business development initiatives.Oversaw the service line financial costing tool project. Partnered with the database administrator to analyze cost accounting systems data and design reports that improved system and regional business planning. Introduced the tool to leadership, promoted system awareness, and trained 40 staff members.Developed a 10-year financial forecast that incorporated expense and payer mix changes, staffing ratios, hospital admissions and procedure volumes, capital allocations, and hospital rebuilding costs for the East Bay Region. Collaborated with leadership on forecast assumptions, conducting full financial statement analysis. Prepared multimillion dollar annual budgets and financial analyses for Sutter Health’s eICU, a telehealth-enabled clinical program that offers automated remote monitoring for critically ill patients.

Working for a healthcare management consulting firm, performed analysis for strategic and business planning and medical staff development projects. Formulated fair market valuations of physician practices and ancillary services for acquisition purposes. Completed a financial scenario analysis for a home health and hospice strategic plan that spurred better hospice decision-making.Created a medical staff development plan for a health system with 900 physicians. Assessed community need for physicians by examining trends and ratios and identifying areas of shortage.

Wrote a billing policy and procedure manual. Prepared monthly operations reports for all billing clients. Compared operational data, including financial statement analysis, to support a merger between two cardiology groups. Helped open an urgent care center by participating in marketing activities and conducting a market analysis to identify new markets for expansion.

Delivering an indirect service, led a literacy program for a Sonoma County K-5 school, supervising a team of 13 volunteer tutors. Enrolled children were low income, non-native English speakers. Helped the tutors prepare lesson plans and work effectively with the students.Planned a health fair for 1,000 attendees in Santa Rosa, coordinating with the providers who performed the health screens.