Led the financial team in managing all areas of financial / accounting policies, internal controls, financial systems, work flow processes, tax / regulatory requirements, and budgeting for an integrated delivery network with two acute care hospitals, a multi-specialty physician group practice, homecare and hospice services, behavioral health, skilled nursing and rehabilitation, and an assisted living facility, with 5,300 employees, 450 physicians, 160 advanced practice providers, 23,000 inpatient discharges, 138 locations, 800,000 square feet of space, total assets of $1.1 billion, 211 days cash on hand, and annual net revenue of $900 million.

Led the financial team in managing all areas of financial / accounting policies, systems, processes, tax / regulatory requirements, controls, modeling, and planning for two health plans and a physician group practice serving 150,000 members, with 900 employees, fourteen locations, 300,000 square feet of space, with annual net revenue of $800M.

Led the financial team in managing all areas of financial / accounting policies, systems, processes, tax / regulatory requirements, payroll, controls, modeling, and planning for a multi-specialty physician group practice with over 500 primary care and specialty physicians, including experts in 30 specialties and subspecialties located in 42 clinics in Westchester, Putnam, and Duchess counties, including diagnostic imaging, and clinical and pathological laboratories, as well as 24 affiliated entities (ambulatory surgery center, anesthesiology practice, and real estate partnerships) with annual net revenue of $550M.

My InnerView, Inc. is a wholly-owned subsidiary of National Research Corp., a $60 million provider of performance measurement, analysis and tracking services to the healthcare industry. MIV specialized in long-term care.Responsible for all aspects of the financial operations of My Innerview. Successfully merged MIV with NRC.Merged financial and human resources systems.Implemented Customer Relationship Management, Sales, and Product Development systems.Developed joint ventures with strategic partners to broaden the scope of product offerings.In-sourced production and software development, resulting in improved quality, faster cycle times, and lower costs.Grew revenue by 50%; Increased EBITDA by 100%.Generated significant research tax credits.Developed financial controls, including budgetary controls, pricing strategies, and policies and procedures.

3M is a $21 billion conglomerate with 69,000 employees. 3M HIS supplies advanced software tools and services that help healthcare organizations capture, classify, and manage accurate healthcare data to help ensure the quality of data, which drives an organization's ability to manage revenue, comply with regulations, improve quality of patient care, and manage resources. Health Care Revenue Cycle Management ExpertDesigned advanced software tools for the Revenue Cycle.

System of 720 physicians with 40 clinics, 6,000 employees, and annual net revenue of $800 Million.Director of Clinic ReimbursementRedesigned the Revenue Cycle.• Increased annual net revenue by $50 million by developing a rate sensitivity model.• Reduced Days Revenue in Accounts Receivable by 6 Days to 34 Days by decreasing cycle times.• Increased recoveries from initial denials by $20 million by developing denials management system.• Introduced new electronic technology: (i) remittance advices; (ii) eligibility verification; (iii) claims status; (iv) consumer credit; (v) charity care; (vi) collector workstations; (vii) claims submission; and (viii) claims scrubber.• Developed key performance indicators (“KPIs”) reporting system to improved business office effectiveness.• Designed patient-friendly bill by implementing line-item posting and next payer logic.

Three (3) health delivery systems with 9,000 employees and annual net revenue of $1.2 Billion.Director of Internal Audit/Corporate Internal ConsultantActed as internal consultant to the System CFO and the Finance Group. Redesigned internal audit activities. • Implemented the provisions of the Sarbanes-Oxley Act of 2002.• Reduced financial risk by developing and implementing a risk-based audit model.• Conducted annual audits budgeted at 25,000 Hours focused on areas of greatest risk.

Health delivery system employing 569 billing providers, 450 physicians, with annual net revenue of $700 million.Director of Compliance/Internal ConsultantDeveloped and managed physician billing compliance activities. • Trained 2,000 physicians and employees in CPT/ICD-9 Coding and Billing Compliance.• Conducted annual audits for 569 billing providers of professional services.• Developed training curriculum and created audit protocols.• Redesigned business processes to conform to compliance objectives.

Integrated health delivery system with annual net revenue of $103,000,000.Treasurer and Chief Financial OfficerDirected all financial functions.Identified opportunities to restructure operating departments, generating expense savings of $4,000,000.Increased revenue by $2,000,000 through rate optimization and generation of incremental volume.Increased inpatient volume through physician recruitment and practice acquisition.

Served as the primary financial strategist. Managed issues related to long and short-term financial planning, capital and operational budgeting, capital accumulation, revenue generation, expense management, capital financing and managed care pricing. Responsible for the general management of the finance division.Established benchmarks for physician practice profitability, generating expense savings of $1,000,000.• Marketed and acquired physician practices, increasing MPA net revenue by $3,200,000.• Financed new ventures in Transitional Care, Geriatric-Psychiatry, Obstetrics, and Morton Property ventures, creating program expansion.• Implemented Healthshare (competitor benchmarking) and PMMC (managed care) technology, providing tools for improvement in financial performance.

Integrated health delivery system with annual net revenue of $237,000,000.Director of FinanceManaged all aspects of financial operations. • Produced operating plans that delivered enhanced profitability and increased market penetration, creating the fastest growing integrated health network in the metropolitan Chicago area.• Reengineered operating departments, generating expense savings of $10,000,000.• Developed a five-year strategic information systems plan, creating a competitive advantage.• Installed system-wide General Ledger and budgeting software applications, upgrading system functionality.• Studied the Medicare cost report, increasing reimbursement by $3,000,000 annually.• Created profitable operating performance by negotiating operating and capital budgets.• Increased net revenue by $600,000 by studying and revising charge capture processes.

Public Accounting firm with annual revenue of $1.8 Billion.Senior ManagerManaged audit engagements with responsibility for client service, profitability, staff development, research, and resolution of technical matters.• Provided boards of directors and audit committees with an assessment of the operating and financial systems control environment.• Designed auditing strategies, limiting risk and achieving resource efficiency.• Organized the production of financial reports, audit documentation, and audit findings.• Produced feasibility studies and public offerings, providing clients with new sources of capital.

Public Accounting firm with annual revenue of $1.7 Billion.ManagerManaged audit engagements with responsibility for client service, profitability, staff development, research, and resolution of technical matters.• Provided boards of directors and audit committees with an assessment of the operating and financial systems control environment.• Designed auditing strategies, limiting risk and achieving resource efficiency.• Organized the production of financial reports, audit documentation, and audit findings.• Produced feasibility studies and public offerings, providing clients with new sources of capital.