● Highly matrixed role with reporting relationships to Physician Network CEO, Regional CFO and Corporate Finance.● Co-lead financial improvement initial achieving improvements of $9.2 million versus a targeted improvement of $6.9 million.● Re-engineered due diligence and financial planning processes for all physician acquisitions and employment offers improving development times, reducing costs of the evaluations, acquisitions and offers● Developed new physician compensation models for Primary Care, Oncology, Surgical and Cardiology supporting initiatives centered on quality reporting, patient center medical homes, budget nuetrality and strong group cultures ● Recalibrated the finance team addressing staffing, improving financial reporting timeliness and quality, and improving physician compensation accuracy and productivity reporting for a 200 physician multi-specialty group ● Established an inclusive departmental and service line budgeting process resulting in improved support for a 30 FTE reduction in 2012 and 60 FTE reduction in 2013 - 2014● Developed standard monthly financial reporting package and established a monthly review process with service line directors and finance representatives● Established financial representative program assigning a finance resource to practice and service line resulting in both improved service and development of finance staff’s industry expertise and knowledge of finance processes.● Implemented processes to support monitoring physician draws and guarantees resulting in improved physician satisfaction and successful transition to productivity based compensation● Implemented advanced practice providers (“APP”) productivity monitoring and metrics . ● Supported meaningful use attestations leading to 98% of all eligible physician achieving meaningful use and capturing $1.8 in FY 2012 and $659,000 in FY 2013●Developed and implemented financial operations integration strategy for immediate care centers

• Finance leader for the development of the Franciscan Alliance’s physician enterprise• Established 5 new corporations on the Franciscan Alliance general ledger to record physician enterprise expenses and facilitate multiple reporting needs• Developed standard physician chart of accounts and financial reporting strategy• Partnered with Shared Services Human Resources in developing one HRIS / payroll build• Prepared Ambulatory Business Office ROI analysis, initial capital budget, cost analysis, comparisons, allocations• Developed MSO Shared Services budgets and cost allocations • Developed financial analysis processes in support of meaningful use attestations• Implemented program to capture physician quality reporting system (“PQRS”) payments from Medicare resulting in $1.6 million in additional reimbursement over 3 years• Coordinated eRX hardship applications for FPN physicians preventing $400,000 in payment cuts

• “CFO of IT” for the Information Services division of the Franciscan Alliance• Prepared system wide IT capital budgets total approximately $200 million over 8 years • Restored system-wide confidence in the IT division by revising activity based budgeting • Eliminating $2 million in annual contract labor costs and reducing 60 FTE positions • Established Contract Administration program generating over $500,000 in annual savings, improving contract terms, reducing contractual and compliance risks • Implemented revised financial management process to improve accountability• Lean Six Sigma leader / participant on PC refresh, report writing, help desk and downtime monitoring projects generating significant savings and process improvements

• Lead Finance, Information Systems and Central Billing Office departments for 60 employed physician medical services organization with $22 million in revenue.• Reduced annual operating losses from $5.9 million to $3 million by revising physician compensation arrangement leading to improved physician and office staff productivity• Directed AR performance improvement team reducing AR days to 46 from 76, freeing up approximately $1.6 million in cash• Initiated denials reporting resulting in dramatic physician office process improvements• Provide key support to revising physician contracts, analyzing new contracts and presenting compensation arrangements to physician compensation committee• Reorganized Information Services department improving support to physician practices.

• Managed monthly financial statement production for $360 million acute care hospital, $4 million administrative services organization, $1 million foundation and $2 million durable medical equipment supplier.• Supervised 14 person staff responsible for accounts payable, payroll, general ledger, budgets, cost reporting, annual audits, cash management, fixed assets and property taxes.• Redesigned finance department jobs to increase cross training and reduce turnover.• Participated in implementation of new general ledger, accounts payable and materials management computer systems and corresponding development of best practices.• Directed integration of acquired hospital’s financial reporting systems.• Reduced time and improved precision of monthly close by reengineering and automating the finance department’s activities• Changed the Finance departments focus from transaction processing to business analysis.