Texas Woman's University, founded in 1901, is the nation's only public university with a woman-focused mission. Its residential campus in Denton and health science centers located in Dallas and Houston serve over 16,000 undergraduate and graduate students. TWU's worldwide impact is generated by over 110,000 alumni located throughout the world.

Chief Operating OfficerSelected to create and drive strategy, build infrastructure, and manage operations for an international nonprofit transitioning from satellite TV programing to digital/social media production leading to connection of new believers into local networks of indigenous churches in the Middle East and Central Asia.Worked with CEO and led collaborative team to:◆ Restructure the mission and strategy in transitioning from satellite TV programming to social/digital media.◆ Establish new vision, mission, and goals, create strategic business plan and growth strategy.◆ Craft consistent and engaging messaging, case documents, development presentations and grant proposals.◆ Create, structure, and implement all elements of a robust fundraising and donor cultivation cycle.◆ Execute a strategy that led to connecting over 200 people per month who were searching for hope online into indigenous churches.◆ Create a system to provide Scripture-based mentoring, counseling, and apologetics training through multiple online platforms to support seekers, new believers, and churches in the region.Operations:◆ Coordinated the creation of a Strategic Cost & Outcomes Model, 5-year plan for internal strategic planning and development presentations.◆ Created Objectives and Key Results system to manage individual workflows tied to enterprise level goals and mission.◆ Initiated an edit process and editorial calendar to improve creative collaboration, messaging, and promote consistency in branding for all content flowing out of the organization.◆ Managed relationships with key partners and served as Regional Director (the Middle East & Central Asia) which included periodic in-country travel and weekly virtual meetings to cultivate relationships with church network leaders and co-manage Connection Center staff in Central Asia.

Researched and engaged with various sectors of the nonprofit industry through paid and pro bono consulting engagements while developing new relationships and growing an understanding of industry needs and transferable skills, example projects:◆ Donor engagement event planning for an international nonprofit ministry that provides Christian programming and satellite broadcast into Central Asia (Global Heart Ministries – above).◆ Branding campaign and funding strategy for a nonprofit organization that provides education and food security to underserved regions of East Africa.◆ Business succession planning for a 28-year-old marketing and media firm.◆ Developed business plan and funding proposal for a psychiatric and chemical dependency care center that provides partial hospitalization and intensive outpatient programs.

◆ 72 inpatient psychiatric beds plus partial hospitalization program and intensive outpatient services, 44 million annual budget.◆ CEO focused on external business development and evolving market for a new 100 bed hospital in Northern Houston – under construction. As COO, held full internal responsibility and operational control. ◆ Achieved highest EBITDAR in 2.5 year hospital history – May 2017.◆ Co-lead initial JC survey with no conditional findings.◆ Lead a corporation-wide Lean Six Sigma project to improve the efficiency and effectiveness of the intake and discharge process for 17 hospitals.

University Behavioral Health Hospital; Denton, TX and The Recovery Center - Residential Treatment Center; Wichita Falls, TX Chief Executive Officer December 2015 – August 2016Chief Operating Officer September 2015 – November 2015◆ 138 combined inpatient beds plus partial hospitalization program, residential treatment, and intensive outpatient services. ◆ 81 million combined annual budget.◆ As CEO had full P&L responsibility and operational control.◆ Achieved most profitable quarter in UHS’s 5-year history of ownership – Q1, 2016.

◆ 54 inpatient beds plus partial hospitalization programs and outpatient services.◆ Full P&L responsibility and operational control over 19 million annual budget.◆ Directed the development and implementation of a comprehensive strategic marketing plan that resulted in an 11% increase in patient census.

Selected to participate in the CEO Development Program with Universal Health Services (UHS). Alternated between studying and collaborating with several seasoned CEOs and independently serving as Interim CEO in a broad range of UHS private freestanding psychiatric hospitals specializing in mental health and chemical dependency care. ◆ Comprehensive mental health system with 144 inpatient beds plus partial hospitalization programs and intensive outpatient services.◆ Coordinated daily with the CEO in the general management and daily operations of the hospital. ◆ Participated in strategic business and financial planning and management that included capital operations, forecasting, and monitoring (104M budget), developed productive working relationships in the healthcare community that includes healthcare providers, regulatory and accreditation bodies, and physician staff.◆ Worked with a team that successfully planned and executed the development of a 72-bed psychiatric unit within a local acute care hospital.

Recruited back after 50% stock repurchase from HealthSouth Corporation to establish company vision, mission, and goals, create strategic business plan and growth strategy, and build operational infrastructure. Held full P&L responsibility including clinical operations. Defined service offerings and delivery models, identifed/captured revenue and profit improvement opportunities, and re-negotiated contracts. Key Achievements:◆ Re-launched and grew business to attain strong positive presence in local market, diversified source of patient referrals, 39% average annual revenue growth, and 18% average profit margin after repurchasing stock from HealthSouth Corporation. Developed mission statement, core values, strategic plan, marketing and branding campaign, and company infrastructure.◆ Buttressed operational infrastructure and invigorated the strategic planning process by internally designing and developing an Executive Information System to track and report on all key operational areas.◆ Positioned DSRC as industry leader, differentiated organization as champion of quality care, boosted image of industry among payors, and enabled business development by creating and establishing Texas Association of Accredited Pain Programs (TAAPP) in response to growing number of substandard practitioners.◆ Raised level of quality care for injured workers in Texas, while growing net revenue 20% for providers who met TAAPP quality standards by developing QA standards and parameters for inclusion in Texas Workers' Compensation (TWC) system. Engaged lobbyist, drafted/lobbied legislation, and delivered testimony.◆ Played instrumental role in transforming service delivery model for TWC as one of four healthcare providers on 18-member workgroup. Chaired subcommittee and led team to contribute to design of early intervention/disability management model.(Additional Key Achievements excluded because of space limitations)

Partnered with industry expert to launch start-up dental practice chain.Key Achievements:◆ Developed business plan, legal structure, and documentation for qualified public offering in conjunction with company council.◆ Identified, presented, and secured qualified investors for startup capital.◆ Established business operations by acquiring five dental practices, launching central business office (CBO), and staffing CBO and practices with total of 25-30 non-clinical business professionals.

Selected to integrate DSRC with HealthSouth and transition DSRC from small business to corporate culture. Provided oversight and direction for organization of 43 employees focused on excellence in patient care, research, and clinical outcomes.Key Achievements:◆ Ranked #1 in clinical outcomes and #2 in profitability in HealthSouth’s Outpatient Rehabilitation Division comprised of more than 350 outpatient centers nationwide.◆ Maintained employee retention rates, team cohesion, and quality of care despite conflicting organizational cultures and HealthSouth intention to significantly reduce DSRC senior staff headcount.

Recruited to lead turnaround initiative and bring business back to profitability. Directed daily operations, renegotiated contracts and shared service arrangements, restructured workflows, and identified cost savings and efficiency improvement opportunities. Led organization of 53 employees.Key Achievements:◆ Reduced operating expenses by 31%, delivering 23% increase in net income within 90 days by separating shared service functions between DSRC, Dallas Spine Group, and 100-bed hospital, establishing autonomous business functions, and strengthening relationships with two primary sources of revenue.◆ Diversified referral/revenue base, boosted profitability, and gained potential opportunity to become National Center of Excellence for Chronic Pain Management for 350 outpatient centers by collaborating with owner to structure and negotiate sales of 50% of company stock and working with team to sell 100-bed hospital to HealthSouth Corporation.

◆ Management Consultant – Deloitte & Touche and Dun & Bradstreet Software, Inc.◆ Graduate Internships: ◆ US Embassy/AID, Columbo, Sri Lanka ◆ Texas Governor’s Office – William P. Clements, Jr., Governor’s Office of Management Improvement◆ Student Government President – University of North Texas; paid position, five staff members, allocated 5M in Student Service Fees, University Planning Council and seven other university-wide governance committees.