CORPORATE PROFILE: A Fintech company developing a new and entirely digital financial ecosystem for negotiating the price of goods and services among businesses and consumers regardless of the type of transaction or industry. RESPONSIBILITY PROFILE: As a member of the Senior Leadership Team, I am responsible for establishing the vision and strategy, building strategic partnerships, negotiations, gathering PE funding, and developing the company's 1,3, & 5-year plan.ACHIEVED IN THIS ROLEVISION / STRATEGY DEVELOPMENT• I was personally called upon by the Board to establish a strategic vision and partnerships for a successful launch. I then built the strategic plan, identified potential industries and users, refined market scope, and identified functionalities by sector. I worked with technology providers to eliminate bugs and introduce essential features. The SETLD app is in late-stage development with voice of the customer (VOC) testing on the Apple and Android platforms, and strategic partnerships are being developed with the digital finance platform Plaid for financial transactions.

CORPORATE PROFILE: A $520M Hospital with ~3600 employees.RESPONSIBILITY PROFILE: I reported to the CEO and Physician Executive and was responsible for expanding the breadth and depth of services throughout the company’s primary and secondary service areas. I was also responsible for developing a strategic three-year recruiting plan to hire well-credentialed, productive, and culturally adaptable clinicians across the enterprise.ACHIEVED IN THIS ROLESTRATEGIC DEVELOPMENT / MARKET SHARE CAPTURE• A hospital construction plan was halfway through a multi-site $30M project with no clear roadmap or strategic leadership. I was brought in to replicate the success of MSK (below) and develop a regionalization plan for multiple medical subspecialties for 6 communities in the primary service area. Personally, led all aspects of the strategy: workforce needs, recruiting and hiring physicians, and assessing potential market share capture. Over 2 years, these efforts replicated/integrated a hub-and-spoke structure, generating millions in revenue and capturing market share.SERVICES• The hospital system needed to assess and interpret data to improve the delivery of key services. I then developed new data-gathering models by partnering with in-community liaisons and established new data visualization and reporting tools with a multi-departmental team to anticipate subsequent demographics, payor mix, opportunities for disparate medical specialists, revenue growth, and staffing levels by location. This new data construct optimized ROI in multiple markets.

RESPONSIBILITY PROFILE: I reported to the CEO/VP with 100 employees and four direct. I was responsible for pursuing significant capital projects to house the central hub of the MSK service line in a single location with all clinical specialties, advanced imaging, radiography, the ASC, and the peri-operative services, all co-located for efficiency and the benefit of the patient.ACHIEVED IN THIS ROLESTRATEGIC PARTNERSHIPS / EMR / NEGOTIATIONS / CAPITAL EXPENSE PROJECTS• To deliver top-quality technology/data to the hospital, I worked with sophisticated vendors and developed the first local and enterprise-level relationships. I then negotiated with Fortune 200 suppliers/vendors (i.e., Stryker and Mako Robotics) to fully leverage the data analytics platform and sophisticated EMR. This drove incremental revenue, decreased costs of implants/disposables, and increased ancillary utilization. I was acknowledged as a regional leader in precision surgery.CULTURAL TRANSFORMATION / SERVICE LINE EXPANSION / ROBOTICS• Morale levels threatened collaboration, and 6 orthopedic surgeons had recently left the department. The C-Suite contemplated removing other surgeons and leadership due to substandard patient satisfaction, clinical outcomes, and financial performance. I was brought in robotics and recruited/hired highly valued Physicians from Harvard, Notre Dame, and UNC-Chapel Hill to back the new process, then collaborated with marketing to rebrand, onboard staff, and achieve buy-in. Qualitative metrics increased in every category.

ROBOTIC INTEGRATION / COACHING / PATIENT VOLUME GROWTH / NEW SERVICE LINES• The need arose to establish a Robotics department, improve efficiency, and rebuild culture. I trained physicians and operating room staff on new surgical procedures. I also established goals and training, delivering a fully integrated musculoskeletal service line with practitioners in multiple locations. From this, I developed the Musculoskeletal Operations Council in alignment with North Star goals. This doubled patient volumes and improved net promotor scores by a quartile and financial metrics, making this a Best Practice for the entire institution.MARKET SHARE CAPTURE / PATIENT VOLUME IMPROVEMENT / REVENUE GROWTH• To capture market share and improve financials via regionalization, personally identified new providers and locations. I then organized transitional processes for new hires and directed marketing/expansion capacities in the OR for new cases. I accomplished this transformation and strategic pivot despite the trials brought on by the COVID-19 pandemic. Once established, these efforts nearly tripled monthly patient visits (1500 to 4000) and doubled revenue.OPERATIONAL OPTIMIZATION / QUALITY / LENGTH OF STAY REDUCTIONS / REVENUE GROWTH• I was charged with optimizing operations across a complex patient care pathway for surgical, perioperative, and physician partners. I developed the concept of the MSK Operations Council to regularly discuss data and brainstorm new ideas for operational/quality improvements. Due to these efforts, we saw a significant decrease in length of stay, increased patient quality, and tripled joint replacements (from 200/yr. to 600/yr.)

AWARD-WINNING PROGRAM LEADERSHIP / VISION & STRATEGY LEADERSHIP• The department moved from orthopedics to a fully integrated Musculoskeletal service line. I then envisioned and implemented the departmental structure, assessed, engaged, and mentored new leadership, and worked with the ELT to co-align departmental and institutional priorities to ensure alignment using a novel flight path synchronization strategy. Within three years, spine surgery was named one of the 50 Best by Healthgrades, and the hospital was recognized as one of the Top 100 in the country for hip fracture surgery. The institution was named one of the top three hospitals for Orthopedics in the state of Indiana.QUALITY / REGULATORY IMPROVEMENTS• The organization was being penalized $250-500K/yr. from Medicare due to excessive admissions and missed benchmarks, revealing a pressing need to improve the service line. I identified the appropriate breadth/depth of service required by data analytics and patient care needs, implemented iterative changes, and engaged in better patient education prior to surgery. These efforts cut penalties in half while maintaining market position and care excellence. The company was recognized as top tier for quality metrics in total hip/knee replacements.

DATA & OPERATIONAL ANALYTICS / TECHNOLOGY INTEGRATION• Leveraged a strategic partnership with Stryker to develop a data analytics program that could integrate into the company’s platform (Epic). I developed a scrum-type system focused on iterative improvements, then forged a ~15 member cross-functional team across the entire hospital system, which included Lean Six Sigma Black Belts. This novel cross-silo team became the MSK operations council and was instrumental in the accelerated development of the service line. Within six months, this process was declared Best Practice and celebrated by Stryker in a white paper. Stryker subsequently used this model for ~180 other hospitals within the data analytics programs. I subsequently took on a faculty advisor role within Stryker and led their MAKO data analytics team at national conferences.

RESPONSIBILITY PROFILE: I was responsible for developing a robotics program in conjunction with significant changes in practice through data analytics. I also oversaw improvement in all clinically essential parameters and collective performance of over 1400 MAKO robotic joint procedures.

RESPONSIBILITY PROFILE: I reported to the Corning Hospital CEO and was responsible for developing the culture and team necessary to integrate robotics into joint replacement surgery. One of the first 50 Orthopedic surgeons worldwide to perform joint replacements robotically.

CORPORATE PROFILE: A $1B Healthcare company with ~7,000 employees.RESPONSIBILITY PROFILE: I reported to the hospital's CEO and the systems SLT and was responsible for practice management, market share expansion, clinician hiring, and acquisition recommendations for Orthopedics. Additionally, in building the new Corning Hospital, I effectively communicated a vision, integrated new service lines, and brought about cultural and operational transformation in Orthopedics to leverage a $120M investment.ACHIEVED IN THIS ROLEDEPARTMENT DEVELOPMENT / CULTURAL TRANSFORMATION• The contracting orthopedic department lacked direction. I then led a cultural transformation and process improvement focused on patient safety and growth. I reassigned and released under performers in line with a cultural shift to restore order. Developed new service lines from vision to implementation and introduced Robotic total joint replacement. Collaborated in building the new Corning Hospital, the first in New York in ~20 years. The Corning Orthopedic team was given the Guthrie Clinic Outstanding Service Award, the first in the history of the department within Guthrie Clinic.MENTORING• I was tasked by the ELT to grow the General Orthopedic Practice and Sports Medicine Practice. I worked with leadership to define roles, expectations, and staffing levels. I recruited/onboarded new Orthopedic surgeons and physician assistants and held weekly meetings to discuss cultural expectations, monitor clinical quality, and grow relationships across specialties. These mentoring efforts improved morale and increased staff/physician retention & satisfaction rates, avoiding millions of dollars in costs associated with losing clinicians and nurses.

STRATEGIC PARTNERSHIPS / TECHNOLOGY ACQUISITION• Personally negotiated with Mako Inc. sales and SLT to be an early adopter of a robotic platform to become the first in the region to offer this cutting-edge technology. There were few robotic joint replacement programs outside of major academic centers in the US. I assessed the potential ROI, growth, and marketing efforts necessary to secure the capital investment and launch the program successfully. This improved quality and millions of dollars in yearly incremental revenue related to enhanced market share.

RESPONSIBILITY PROFILE: I reported to the Corning Hospital CEO and was responsible for all aspects of quality, culture, growth, and strategy. Personally coached/monitored surgeons in the operating room as they added robotic partial knee replacement to their surgical repertoire as part of a system-wide effort to introduce technology and develop a comprehensive joint replacement center of excellence.

CORPORATE PROFILE: A ~$5M Healthcare company with ~15 employees. RESPONSIBILITY PROFILE: I founded the private practice and was responsible for all aspects, including a capital project to revamp a medical office building to fit orthopedic needs, hiring, marketing, and revenue cycle.ACHIEVED IN THIS ROLEVISION / STRATEGY DEVELOPMENT• To create a new and innovative independent Orthopedic Practice, I developed a business plan, funding, and connected other services (physical therapy, surgery, etc.). I then hired clinicians/surgeons/nursing staff, invested in digital X-ray and medical records systems, and coached physicians on the latest Orthopedic practices. In 2 years, ramped up the practice to full scale and, within another 2 years, grew it into the premier Orthopedic Practice in the area.DATA / OPERATIONAL ANALYTICS• The lack of reliable data prevented continuous improvement. Personally, developed a survey that would track patient satisfaction and reduce medical malpractice risk. I worked with a medical malpractice carrier to develop questions, created the study, and attempted different processes to gather patient information. This survey was one of the first patient satisfaction surveys in the country, leading to improved operations practices and increased patient satisfaction levels; no one at the practice has ever been sued for malpractice.