The Chief Operating Officer of Crozer Health Medical Group (CHMG) is responsible for providinga clear sense of operational leadership to ensure that CHMG thrives in value-based healthcare delivery.The position will focus on building on the foundation of this evolving group and achieving the strategicintentions of the parent Health System organization. The COO will further evolve the infrastructure surrounding productivity expectations, clinical quality programs, and employee satisfaction. CHMG will be transformed from an organization meeting needs to one of excellence in patient care and systems, viewed as a premier provider of clinical care and an organization of choice for employment. He/she will manage the full scope of CHMG to achieve high clinical quality, patient satisfaction and the effective and efficient use of resources. The COO will partner with system and physician leadership to achieve operational, quality, and financial goals. Because of the overall pace of change in the industry and within the regional market, it is critical that this leader establish him/herself as a visible, approachable individual and be a transparent, proactive, effective communicator. He/she must be naturally orientated to, and personally invested in, taking the time to understand the culture and build trusting, collaborative relationships. The COO of CHMG must be able to clearly communicate with and collaborate with physicians of various backgrounds, with administrators at various levels, while formulating an approach to infrastructure and systems to underpin a high-performing multispecialty group practice. As a leader of CHMG, the COO will have responsibility for ensuring strong day-to-day operations. The COO will be an integral part of the growth of CHMG and participate in the development of financial and operational strategy and for ensuring that high quality, efficient and customer-focused operational support is provided to the physicians and their offices staff.

Currently, I lead a new department focused on identifying business opportunities to increase volume, revenue, and market share. I serve as a trusted advisor and strategic partner to service lines chairs in the development and implementation of continuous process improvement programs and initiatives and collaborate with senior leadership and physician leaders to establish strategic priorities.====================SELECT ACHIEVEMENTS====================• Increased physician referrals 2% by developing a new outreach strategy focused on physician engagement and communication, specifically with physicians who were only bringing partial volumes to the hospital.• Expanded the hospital’s ambulatory footprint by providing strategic direction and leadership and spearheading the opening of a new 7,000 square foot multispecialty physician practice.• Boosted brand awareness recognition by initiating and facilitating weekly marketing meetings with key stakeholders, ensuring timely completion of new relevant and impactful marketing collateral.

In 2019, I earned a performance-based promotion to oversee all aspects of day-to-day ambulatory operations across the hospital’s 1.5 million square foot campus. In addition, I managed a 55,000 square foot outpatient facility that administered over 100,000 patient visits per year. Furthermore, I inspired and led 12 high performing team members, and provided strategic direction and leadership across all ambulatory service areas. ====================SELECT ACHIEVEMENTS====================• Improved operating efficiency and enhanced quality of services by partnering with department chairs to develop and implement new processes and reengineer existing processes to advance clinical outcomes and patient experience.• Strengthened list of physician members by assessing physician staffing needs, recruiting/onboarding new physicians, negotiating physician contract terms, and conducting analysis for compensation and bonus structure.• Reduced total patient cycle time 50% in Obstetrics, Gynecology, and Pediatric Outpatient areas through a combination of process improvements, reallocation of resources, and facility improvements.• Spearheaded implementation of telehealth model ensuring continuation of ambulatory services and community access during COVID pandemic; partnered with physician leadership to initiate and launch a telehealth training program educating over 150 physicians.

As the Assistant Vice President of Children & Surgical Services, I delivered operational leadership and strategic direction across all women, children, and surgical service lines. In this role, I led business development efforts to enhance the financial stability of service lines. Additionally, I promoted ongoing dialogue with physicians to improve service quality and patient outcomes through process improvements. ====================SELECT ACHIEVEMENTS====================• Improved NTSV rate by 2 points for Newark Beth Israel Medical Center by establishing a multidisciplinary committee to create protocols. As a result, hospital received ‘Top Maternity Hospital Award’ from Newsweek.

Following the acquisition of Saint Michael’s Medical Center by Prime Healthcare Services, I was promoted to provide oversight across all system medical practices located in the Northeast region, and oversaw system owned practices with 140 providers across 3 states. In addition, I served as an advisor to local CEOs and physicians in the development/implementation of regional medical group strategies.====================SELECT ACHIEVEMENTS====================• Built up list of physician members by assisting local CEOs with recruiting physicians and making recommendations with regards to identifying future acquisitions in accordance with regional strategy.

As the Vice President/Administrator, I oversaw the administration of 12 hospital system-owned practices during a challenging economic period. The hospital system encompassed 17 locations and 50+ physicians. In this role, I provided strategic direction and leadership to physician practice teams including physician recruitment, physician assessment, succession planning, practice clinical quality, contracting, and physician billing.====================SELECT ACHIEVEMENTS====================• Established, trained, developed, and managed physician practice teams, including Director of Operations, Director of Revenue Cycle, and Director of Data Analytics.