Acting as a consultant to Chicago Pacific Founders, ran the daily operations of five distinct outpatient brands of Recovery Ways with approximately 100 direct and indirect reports. Established weekly and monthly forecasts, creating a new culture of accountability in the portfolio companies. Improved communication and recognition across severely atrophied non-performing assets, unlocking the value identified in the portfolio at acquisition.• Developed de novo monthly cash flow and EBITDA forecasts for a 4-year-old portfolio of companies.• Identified issues interfering with monthly close and set up a weekly review cadence to avoid large adjustments.• Invested in relationships with legacy business founders and established common goals, resulting in a 10% increase to the annual revenue of the portfolio.• Increased the autonomy of a qualified staff of site directors, decentralizing the authority to improve each business and eliminating >$1M of annual expense.• Developed automated weekly reporting to decrease event-to-action cycle from six weeks to one.• Implemented Kipu and CollabMD at three companies simultaneously after the abrupt termination of the previous Electronic Healthcare Record (EHR) platform.

Worked in role created to integrate workflows of legacy R1 and Cloudmed after 2022 merger. Served as subject matter expert for legacy R1 processes, helping to advocate for legacy business as new ideas were proposed. Led team of three individuals for Adaptive Planning implementation. Successfully implemented both Workforce Planning module and broader FP&A tenant and migrated internal financial reporting from Oracle EPBCS to Workday Adaptive planning, with system used for FY2024 budget planning as intended. • Took an empathetic approach toward developing the rigor and discipline of downstream stakeholders by providing considerable training and hands-on system experience prior to launch.• Worked on second transformation project to implement VMS, hiring the appropriate director for the project and working with her through the inception phase, with the project ultimately absorbed into broader corporate finance function as integration came to a close.• Led team tasked to implement Workday Adaptive Planning across the enterprise, including stepping in to manage under-powered implementation consultant and developing a meaningful UAT strategy. - Delivered forecasting system on schedule and at half of authorized budget. - Aggressively managed the implementation partner to mitigate five-week implementation delay. - Created reporting needed to identify opportunities, implement preferred vendors, and reduce cost.• Completed selection of VMS / MSP platform expected to reduce annual cost by $2M. - Won support of reluctant but critical stakeholders needed to approve the investment. - Fostered cooperation across 14 distinct verticals affected by process change. - Identified secondary areas for improvement beyond cost savings, including IT security and compliance.

Oversaw accurate forecasting of approximately $900M in operating expense for R1's "acute end-to-end" hospital revenue cycle business, including eight major clients and approximately 80 individual ministries, serving as the main advocate for needs of business with respect to software systems and other forms of support. Managed team of nine individuals, including managers of managers, with four direct and five indirect reports.• Grew scope of influence from $200M of annual spend to $900M within six months. - Brought undesired turnover to 0% after 30% annualized turnover across four prior department heads.• Repurposed existing financial reporting software to create reports that allowed for continuous updates. - Reduced monthly forecast error from 5% to 10% to below 1%. - Created rolling 12-month forecast across three countries.• Developed Access database to capture and analyze payroll spending.• Bridged communication gap between accounting and operations, enabling operations to properly capitalize and defer expenses as appropriate.• Worked closely with peers in India finance.

Served as research director for fixed income, marketable alternatives, and special situations (illiquid) investments and as investment operations director for portfolio, including $10B corporate endowment, $1.5B pension, and $700M captive insurance company. Produced quarterly investment committee presentations and books, minutes of investment selection subcommittee calls, monthly performance decks, and all materials related to audits (internal, external, and DOL). Delivered various standardized and ad hoc risk valuation reports and models. Maintained portfolio's performance tracking system, including migrations from Dynamo to Solovis and then to Caissa. Provided ad hoc valuation analysis for potential M&A activity to NMHC's CFO. • Managed team of three direct reports. • Served as member of NMHC's retirement plans committee.• Built numerous automated, "push-button" reports for internal and external reporting.• Wrote and defended investment memoranda relating to potential opportunities in fixed income, marketable alternatives, and special situations (private debt).• Assisted CFO regularly with modeling of potential hospital mergers, joint ventures, and investments.• Developed deep understanding of Bloomberg Terminal software. - Modeled endowment, pension, and insurance portfolios in Bloomberg and several other risk engines. - Authored Bloomberg models to create daily mark-to-market reports for orphaned interest rate swaps. - Provided interest rate sensitivity analyses for both asset and debt portfolios.• Led team through external audits by EY and U.S. Department of Labor.• Guided relationships with external counsel to review LP agreements.• Performed management of investment workflows to ensure compliance with ERISA, governance, and bond covenants.• Oversaw project to restructure Proton Center debt and equity in compliance with anti-kickback statutes.

Oversaw all patient- and payer-facing billing activity at Chicago Proton Center, as well as total revenue and expense forecasting (approx. $35M in NPSR). Created weekly, monthly, and quarterly reporting to overcome severe deficiencies in reporting related to previous managing partner, ProCure, after its bankruptcy and liquidation. Presented financial performance to Proton Center board of directors. Managed team of four direct reports. Prepared annual budget, provided variance analysis, and managed cash flow expectations. • Reset budget expectations within first 100 days and restored the credibility of management’s projections with the Proton Center’s board of directors and NMHC executive leadership.• Drove $16M of annual cash flow out of business, restoring EBITDA from $10M annually to $6M.• Developed automated weekly KPI report and established credibility of projections with leadership. - Forecasted future volumes four weeks out to maintain proper coverage and scheduling, reducing overtime. - Identified upcoming low-volume periods as opportunities to provide charity care during otherwise idle times.• Forced pragmatic view of marketing spend, enforcing minimum ROI and tracking variance from expectations.• Built constructive relationships with two European senior lenders during extended period of default. - Immediately eliminated all technical defaults in biweekly senior lender reporting. - Leveraged improved compliance to loosen restrictions on spending to drive growth.• Implemented financial and operational controls to overcome deficiencies from legacy parent company. - Eliminated "Neverland" mentality that had driven the proton center and the managing partner into bankruptcy.• Led project to successfully recover direct and indirect losses after failure of major piece of equipment.• Made capital allocation decisions to optimize deployment of scarce cash resources.

Served as deputy investment officer of $1.5B corporate asset pool. Designed and published quarterly materials for investors in Cadence Health’s municipal bonds, as required by MSRB, with treasurer. Acted as portfolio manager for $230M of actively managed bond funds across two mandates. Exceeded both relevant passive benchmarks and gross return of externally managed account for identical mandate. Cultivated relationships with bond traders at multiple firms to source highly rated, short-term securities. Monitored risk and compliance by modeling derivatives and portfolios in Bloomberg.

Supported 2010 IPO by researching and compiling responses to banks, underwriters, and sell-side analysts during underwriting process. Assisted VP of investor relations, CFO, and CEO with preparation for quarterly earnings calls. Served as lead negotiator responsible for sourcing $10M of government incentives for expansion into 44,000 square feet of downtown Chicago office space. Drove $15M of bottom-line NPV in 2010 and $20M in 2011 through client cost reductions. Developed all documents and processes associated with 2009 and 2010 budgeting process, supplementing implementation of Essbase Planning and migration from QuickBooks to Lawson Enterprise Planning.

Oversaw forecasting of $1B of revenue and $0.5B of cost across Central Region. Reduced national depot labor 5% by evaluating on-site working conditions and proposing improvements. Cleared lines of communication between operations and finance to invest in safety improvements that had threatened contract representing 20% of company's revenue. Oversaw testing and acceptance of Hyperion Essbase reporting tool. Developed capital budget across Central Region.

Conducted forecasting of approximately $100M of annual SG&A spend. Automated daily sales reporting, eliminating need for on-site labor to begin work at 5 a.m. Assisted in creation of daily sales model, using prior-year sales and other inputs, to manage inventory.

Performed forecasting of approximately $300M of annual spend across website marketing, dealer communications, domestic auto shows, merchandising, direct marketing, and CRM. Designed and implemented processes in response to Sarbanes-Oxley and identified and eliminated serious deficiencies in accounts payable. Restored working relationship between non-production purchasing and operations. Eliminated recurring website shutdowns related to non-payment of invoices.