Helped create and lead a venture backed healthcare management organization, overseeing all areas of physician practice management functions including revenue cycle, technology, finance, staff management, real estate and clinic operations.- Implemented medical scribing, online patient scheduling and verification systems improving, operational efficiency and patient satisfaction, resulting in improved revenue capture by 30%.- Recruited multi-disciplinary teams and trained staff, increasing workforce productivity by 30%.- Ensured compliance with healthcare quality standards and optimized service delivery, which enhanced physician-patient relationships.Most proud of - 1) Enabling five clinicians to start and/or retain their independent practice; 2) 3 of 6 medical assistants accepted to advanced degree programs; 3) Raised $4MM pre-seed+In hindsight - 1) A strong business model is only as strong as how it's built. It takes a village. Foundation and infrastructure is critical; 2) SMB 2 SMB sales cycles are no joke!; 3) Customer is not always right

Served as strategy, growth, and operations executive at Saint Francis Memorial Hospital. $100MM P&L responsibility and oversight over all outpatient departments including service lines, clinic sites, diagnostic imaging, laboratory, environmental services, marketing, physician recruitment, inpatient acute rehab, biomedical engineering, facility planning, construction and medical office building management. 12 direct reports.1) Stabilized payer mix by successfully recruiting and partnering with key community physicians to expand existing services and develop new services.2) YOY growth of 13% in outpatient surgeries, 3.2% in inpatient surgeries and 5% in non-ED outpatient visits.3) 5% reduction in labor costs YOY and improved employee productivity by developing operations dashboards and analytic tools.Most proud of - 1) Forged lasting bonds with many high integrity and skilled physicians in the Bay Area; 2) Built lasting programs and services for the community including robotic surgery, orthopedics and women's health; 3) worked with team members who have "grown up" and continue improving the healthcare industry.In hindsight - 1) Temper team timelines and ambitions; 2) Execute, execute, execute

Provided interim management and advisory services to non emergency medical transport companies focused on improving staffing, productivity, revenue cycle and compliance.Most proud of - Helped a family owned medical transportation company grow call volume and revenue through improved marketing and sales, faster response times, and improved documentation and billing processes.In hindsight - Got ahead of our skis!

Brought on board by Founder in its 5th year (approx. 150 employees) to help turn around from first full year of losses. Focused on four key areas - team development, revenue cycle, operations and service offerings.1) Developed a rigorous and repeatable staffing algorithm to better match demand with a performance reward structure. Resulted in a 14% improvement in workforce productivity within 6 months.2) Initiated budgeting, forecasting, reporting and analytics capabilities. Resulted in a 20% improvement in unit efficiency, admninstrative productivity and a proportional improvement in operating margins.3) Restructured medical billing department and EMT documentation process, resulting in 50% reduction in days to payment, 65% reduction in days from date of service ot submitted claims, 25% reduction in denials and 10% increase in net revenue per unit of service.Most proud of - 1) Sustained financial turnaround (within 12 months) while improving company culture and morale; 2) Bench strength and leadership developmentIn hindsight - Take the work seriously, but not myself

Responsible for strategic planning and service line development for a 300+ bed standalone healthcare district hospital to meet the healthcare needs of its community. 1) Grew system net revenue by 10% YOY through new service line development (sleep medicine, hyperbaric oxygen therapy) expansion of existing services (interventional radiology) and new partnerships and joint ventures (medical imaging, NICU)2) Restructured strategic planning system wide with greater standardization and analytic rigor toward business planning, modeling and performance reporting Most proud of - 1) Developed programs and services with physicians that continue to serve the community; 2) My direct report became my successorIn hindsight - Less paralysis from analysis and more doing

Joined as employee #35. Engagements included:1) Ambulatory expansion for a regional hospital2) Community physician needs and physician recruitment planning3) Long range financial plan for two nationally ranked children’s hospitals4) Partnership/joint venture assessment between academic medical center and nationally ranked children’s hospital5) Medical group consolidation and restructuring for largest regional health system6) Funds flow assessment between an academic medical center, faculty practice and college of medicine

Original member of CEO-initiated Strategic Planning group led by Kaiser’s current EVP/CFO.1) Facilitated and partnered with Regional leadership to develop long-range national strategic planning and annual refresh2) Designed, developed and maintained planning model and performance dashboards3) Researched and analyzed trends, opportunities, and threats to national and regional enterprise

Part of internal Business Strategy & Finance team developing KPIs, annual budgeting, analyzing monthly variances, creating staffing productivity models, and assessing capital projects