Currently working with a healthcare start-up software company, founded by two highly respected surgeons, focused on redefining communication in and around the operating room. By utilizing the latest cloud-based & mobile technology, the company's products will improve patient safety, monitor costs at a case-specific level and assist in achieving operating room efficiency. At its core, the unique software platform aims to simplify the process by which a surgeon’s preferences for everything from surgical instruments to operating room layout are shared in real time between personnel in the OR. The company has been selected by XLerateHealth, a Louisville-based start-up accelerator, as one of six companies in its 2016 cohort. The company is seeking input and feedback from OR nurses, OR Directors, surgeons of all specialties, hospital senior managers and process improvement practitioners as it identifies and gears up for its initial beta test sites in late 2017. Other recent projects include the launch of a peer-reviewed academic journal known as the Journal of Chess Research. Recruited 25-member editorial board and negotiated relationship with publisher. Designated as the lead project expert on a pathway development project for the Aspire Academy on behalf of the Qatar national Olympic committee. Provided strategic planning, fundraising, board member recruitment, and assistance with applications for tax exempt status to a variety of non-profit organizations in NY, WA, OR, TN and MO.Co-developed a proprietary tool to assist organizations in determining whether medical staff, trustees and management are aligned for success. Developed a proprietary tool to assist physicians with transition from ICD-9 to ICD-10 coding.Served as chief arbiter of events for the Susan Polgar Foundation at Texas Tech University and Webster University (2010-16). Co-organized the first SPF World Open for Boys & Girls in Louisville, KY (November 2015).

Lecturer and Executive-in-residence, Sloan Graduate Program in Health Administration:Developed and taught a graduate level class entitled Business and Strategic Planning for Healthcare Professionals. Elements of the course include financial feasibility, access to capital and third party reimbursement as well as hospital revenue cycle, financial forecasting, sensitivity analysis, hands-on business plan writing and critique. Assisted students in the graduate health administration program with summer internships and post-graduate fellowships, and advised them with respect to their initial job searches. 100% of the students in the Class of 2013 were placed within 30 days of graduation. Coached award winning case-competition teams at University of Alabama at Birmingham national competitions in 2012 and 2013.

Initially served as interim chief operating officer on a volunteer basis for 90,000-member national membership organization from December, 2001 to August, 2002, after a prior role as the volunteer President of the organization’s non-profit affiliate known as the United States Chess Trust. Presented a comprehensive Strategic Plan to the annual delegate’s meeting in Cherry, NJ, in 2002. Agreed to remain on a full-time paid basis after the Strategic Plan was adopted unanimously by the Board of Delegates. Among the elements of the plan that were successfully implemented were: relocation of national office from New York to Tennessee, upgrade of systems to include a variety of enhancements such as same day rating of tournaments, and establishment of an Olympiad training program resulting in the first ever silver medal for the U.S. Women’s Olympiad team.

• Directed daily operations and managed staff of 300+ clinical and administrative personnel.• Revamped policies to obtain JCAHO full accreditation with ranking among the top 5% of U.S. hospitals.• Improved internal communication, morale, and efficiency while maintaining hospital community and patient focus.• Increased patient satisfaction survey results in all areas.• Expanded occupational health, cardiac rehabilitation, community education and home health programs.• Recruited board certified physicians in anesthesiology, internal medicine, surgery, family practice and psychiatry.• Negotiated a global capitation agreement with the region’s largest managed care organization.• Developed and implemented successful quality management program.• Initiated hospital-wide compliance program incorporating all reporting and auditing functions.• Established new mental health practice resulting in $150K annual bottom line gain to the hospital as well as enhanced services for residents in the local community.• Established comprehensive and confidential Employee Assistance Program.• Identified potential consolidation partners, developed relationships with key decision makers, and led board analysis of affiliation options.

SEE POSITION SUMMARIES BELOW FOR SPECIFIC PROJECTS AND ACCOMPLISHMENTS AT EACH LOCATION(1) Administrator, Glover Memorial Hospital, Needham, MA (1987 - 1992)A 95 bed municipally owned community hospital in suburban Boston.(2) President, Neponset Valley Health System (1992 - 1994)A 418 bed health care system consisting of two community hospitals, multiple physician practices, satellite facilitiesand a wide area home health agency serving a suburban Boston, Massachusetts, population of more than 300,000 residents and workers in 34 different cities and towns.(3) Chief Executive Officer, Monadnock Community Hospital (1994 - 1998)A 62 bed acute care hospital in rural Peterborough, New Hampshire, with $17M in annual revenues and a primary care group practice consisting of 11 physicians

• Achieved profitable operations during first full year following four consecutive years of losses under prior management.• Orchestrated workforce reduction from 1,000 to 770 FTEs at the system’s flagship hospital in Norwood, Massachusetts.• Recruited more than 20 primary care and specialty physicians not previously affiliated with the system including a new anesthesiology group.• Obtained exclusive mental health capitation agreement with large HMO previously held by a competitor.• Profitably executed capitation and managed care contracts representing $3M+ in annual revenue.• Created cardiac catheterization lab and permanent magnetic resonance imaging service.• Spearheaded $5M facility upgrade that included obstetrical and nursery renovations.• Expanded ambulatory care facilities and upgraded existing emergency services.• Actively promoted and consistently modeled a team culture characterized by patient awareness, respect, trust, and open communication at all levels of the organization.• Resolved long-standing pediatric and medical in-house coverage issues.• Achieved commitment from hospital based private physicians to fully participate in all of the system’s affiliated managed care plans.• Successfully appealed to tax exempt bonding authority to modify annual funding requirements resulting in $8.3M positive cash flow.• Upgraded MIS and networking hardware and software resulting in system response time reduction from an average of 7 seconds to less than 2 seconds.

• Reversed $1.9M operating deficit/negative cash flow to operating surpluses within 2 years.• Improved relationships between Trustees, medical staff, management, employees, and city officials.• Encouraged Board and Medical Staff involvement in strategic planning and hospital-wide decision making.• Improved employee morale resulting in lower staff turnover.• Renovated inpatient units and converted unused space into ambulatory care services and other productive purposes (including a setting for a feature movie).• Reduced full time equivalent employees from 323 to 261 despite an aggregate 10% weighted average increase in volume.• Coordinated a $1.5M fundraising campaign, unprecedented for this 75-year-old taxpayer supported hospital, with final results $600K higher than initial estimates.• Recruited 28 new primary care and subspecialty physicians to the community over a five year period.• Assisted board and city officials in cultivating long term affiliation agreements with New England Deaconess and Beth Israel Medical Centers, with the goal of ensuring the existence of acute care beds in the community for the foreseeable future.• Recognized as one of the “top 25 turnaround hospital administrators in the U.S.” by a national publication, Healthweek magazine, in March 1989, for my performance at this hospital.

• Supervised accounting, billing, collections, cash management, budgeting and financial reporting functions as well as departments responsible for risk management, materials management, property and facilities, space planning, management engineering, internal auditing, medical records and management information.• Participated in successful Certificate-of-Need process to enable consolidation with neighboring hospital, Choate Memorial, located in Woburn, MA, and the Regional Health Center in Wilmington, MA, to create a 305-bed multi-institutional health system with a $45M annual budget.• Consolidated the management information systems of two community hospitals seven miles apart together with a free standing ambulatory care center into a single functionally integrated system.• Represented management at all collective bargaining negotiating sessions.• Orchestrated tax exempt bond offering resulting in $33M proceeds under the Massachusetts Health &Educational Facilities Authority (HEFA), in order to finance renovations and repayment of existing debt.• Developed a series of diversification activities to enhance revenue including physicians billing service, licensed collection agency, retail print shop, commercial laboratory, and hazardous waste removal.

• Completed complex auditing functions and managed diverse healthcare projects throughout New England and the New York state region for an $8B international consulting and public accounting firm.• Developed strategic plans, performed financial feasibility studies and conducted operational reviews and comprehensive financial audits for psychiatric, teaching and community hospitals.• Headed a data processing assessment project for an urban visiting nurses association.• Prepared federal grant requests for hospitals and entities interested in developing federally qualified health maintenance organizations, including the successful initial grant requests that led to the establishment of the Tufts Affiliated Health Plan.• Member of the firm’s national task force for Alternative Health Delivery Systems.• Passed the Uniform Certified Public Accountancy Exam, a requirement for advancement within the firm, at the first sitting in November 1974.

One year sabbatical from public accounting to accept interim CFO position at a client hotel management company in order to assist in the process of renovating and re-opening the Biltmore Plaza Hotel in downtown Providence, RI. Processed construction invoices for $18 million in renovations. Establish restaurant, food & beverage, front desk and back office accounting and internal control systems; trained new employees; assisted corporate office in new property analysis and acquisition; developed and maintained comprehensive financial reporting systems.