Leads operations of Carolinas Medical Home Network (CMHN), a clinically integrated network (CIN) managing statewide risk-based contracts for Federally Qualified Health Centers (FQHCs).

Piedmont Health Services (PHS) is a FQHC based in Chapel Hill, NC with 10 primary care clinics and 2 PACE locations serving residents of a six-county region in and around the Triangle. In addition to primary care, we also provide dental care, pharmacy services, nutrition counseling, disease management, senior care, behavioral health support, and WIC services. FHQCs are: (1) are locally-owned, private, nonprofit charitable tax-exempt organizations providing high-quality comprehensive preventive and primary health services regardless of insurance status or ability to pay, (2) are located in high-need areas where there is a shortage of medical professionals, barriers to access to healthcare for the people that live there, or both, (3) tailor services to fit the special needs, priorities, and cultural sensitivities of their communities, (4) reduce the need for expensive hospital, ER and specialty care, and (5) must have a Board of Trustees made up of 51% patients to ensure the center is meeting local needs.

Advance Community Health, formerly Wake Health Services, is a FQHC based in Southeast Raleigh serving residents of Wake and Franklin counties.

• Utilizes research methods to analyze contracts and various data sets, develop legislative reports, and provide analysis support. • Assists in drill down analyses to identify opportunities for Medicaid spending reductions and/or reductions in utilization.• Gathers data and conducts ad-hoc analyses as directed by Secretary, CFO, or other members of the leadership team.• Serves as project manager managing details related to service line transformation.• Works with leadership team to develop North Carolina Medicaid reform plans and determine the statewide impact.

• Developed strategic business plans for physician practices, home health agencies, skilled nursing facilities, hospices, and rural hospitals. • Green Belt/LEAN Six Sigma Certified• Led an internal LEAN improvement project to streamline production process. Reduced production costs by 29%.• Managed improvement projects in operations, strategic planning, policy, and revenue cycle management.

• Led NCHA advocacy efforts in Washington, DC and in Raleigh, NC. Identified and developed strategies to address key health system advocacy issues.• Supervised the NCHA government relations team and 25-member health system in-house government relations officers to meet objectives for all legislative and regulatory activities.• Worked closely with health system executives and physicians to identify operations concerns. Trained health system executives and physicians how to better use operations and financial data to effectively communicate an advocacy message.• Educated elected officials, public opinion leaders, and government agencies on health system operations and the impact changes in law had on Medicaid and Medicare, patient care, reimbursement, and quality and process improvement. • Hospital Association Political Action Committee (HOSPAC) Treasurer. Responsible for fundraising, management of incoming and outgoing funds, management of HOSPAC Board activities, and filing state and federal reports. Raised $200,000+ annually.

• Evaluated potential options to respond to negative margins for hospital-owned health plan and assisted in the development of a new operating plan for the health plan and hospital system.• Led the evaluation of current cost accounting drivers and developed new cost accounting drivers for a regional health insurance plan.• Developed annual budget planning, strategic enterprise planning, and capital management planning processes for a regional health insurance plan. • Led a strategic quality improvement project and managed accreditation survey preparation for a large Midwestern health system. • Created and executed strategy to identify unique customer segments and improve the alignment of product offering and price with customer need for a Fortune 500 pharmaceutical firm/medical device manufacturer.

• Managed five departments: Cardiac Services, Food and Nutrition Services, Laboratory Services, Ethics/Compliance and Pharmacy with annual gross revenues of $180 million and 123 FTE’s.• Supervised the daily management of the pharmacy for three months and recruited a new director.• Directed the Facility Ethics and Compliance Program. Investigated, educated and responded on all issues regarding compliance and compliance regulations to facility directors and managers. • Developed and executed the transition of invasive cardiology services from a two-lab department to a four-lab department. Helped recruit two additional interventional cardiologists.• Led preparation for hospital survey compliance with external accreditation organizations (JCAHO-Joint Commission on Accreditation of Healthcare Organizations, Florida ACHA-Florida Agency for Healthcare Administration, etc).

• Prepared and presented investment recommendations and financial structure of hospital grants to the Endowment Trustees on a quarterly basis.• Consulted with hospital administrators to analyze investment feasibility and monitor progress on existing grants.• Designed and launched a $6 million wellness initiative. Managed grant programs in construction and capital improvements of hospitals, disease case management, and improving treatment of the elderly.• Created database that tracked and analyzed hospital information, grant-making trends, and beneficiary characteristics of hospitals and grants. • Led annual weeklong hospital administrator conference. Discussions focused on current healthcare issues and key trends, and enabled the Endowment to both improve grant decision-making and better meet hospital needs. • Conducted an annual comparative statistical and financial analysis of all beneficiary hospitals.