Report to the Dean to provide strategic / administrative planning and direction for any decisions or initiatives with operating margin and cash flow implications. Supervise Patient Revenue, Human Resources, Information Technology, Patient Access, Financial Services, Fiscal Operations, Payroll, and Grants Management. Serve as primary liaison with relevant University offices, schools, executives, staff, faculty, overseers, and external constituencies. Represent the School on University-wide committees and projects. Monitor related activities and report to the Dean, Department Chairs, and University on status of financial and non-financial data. Lead capital project teams and create / negotiate funding plans.• Responded to the pandemic with a “calm confidence,” acknowledging the challenges and risks while minimizing anxiety, and positioning the School to thrive when conditions improve. Acknowledged employee-level situations and actively addressed concerns. Provided communication, understanding, compassion and flexibility to help manage personal and professional priorities.• Created a culture of accountability that defined results and expectations, resulting in higher productivity, unique solutions to complex issues, and an increase in commitment to exceptional service. Cross-trained individuals to perform varied tasks and fill-in gaps as needed.• Transitioned to lockdown seamlessly within 24 hours of mandated COVID-19 remote work. Utilized pre-prepared, regularly-rehearsed mission continuity plans that sequentially outlined the steps necessary to efficiently continue operations in the event of a crisis.• Provided constant, timely and actionable financial information by implementing a more agile, efficient, and technology-based planning process, allowing for a continuous “rolling” forecast that accelerated decision making and course correction.

Retained by GuideWell Health ($19B healthcare innovation organization) to assist in the integration and transformation of the service delivery model and revenue cycle at multi-specialty clinic in Florida. • Redesigned end-to-end revenue cycle activities to enable cost efficiencies, increased cash flow, and improved provider experience. • Provided insight and guidance on design and implementation of an enhanced Primary Care delivery model, benchmarking and metric reporting, and financial controls.

Led projects within Health Care Provider practice serving large hospital systems, governmental and commercial payers, external vendors, retail pharmacies, health plans, and physician practices. Managed client C-suite relationships and collaborated cross-functionally across Deloitte leadership. Contributed to business development through proposals, leading sales presentations, and coaching partners. Engagements included:• Cross Border Joint Venture: Supported multi-billion-dollar joint venture between US and German firms, ensuring that program structure supported transformational change in Finance. • Performance Improvement and Revenue Cycle: Assisted $9.0B health insurance provider and owner of multi-specialty physician practices with operational efficiency within clinical areas. Improved revenue cycle workflows (registration to collection) and improved management reporting.• Pricing and Reimbursement: Assisted one of nation’s largest pharmacy retail chains perform due diligence in connection with proposed affiliation with another company. Prepared reimbursement synergy analysis and calculated estimated reimbursement impact of proposed transaction.• Provider Credentialing and Enrollment: for a 16-hospital system with 400 physician practices, 1,400 residents and 50,000 employees. Advised organization on key challenges around shared services, outsourcing, enterprise cost reduction, real estate and location strategy, and contact centers. Assessed and designed an Enterprise Shared Services Strategy and Roadmap for all functional areas (credentialing, HR, IT, finance, supply chain, etc.).• Planning and Design of Technology Resources: for a $411B provider of physician services in 43 states with 22,000 employed, affiliated, and contracted physicians. Advised on design of an improved end-to-end enrollment process, including structure, accountability, operating and staffing model, and enhanced technological capabilities.

Contracted to lead restructuring of practice after retirement of their Business Manager (30 years of service). Led management, staff and in-house billing office.

Reported to President and Board of Directors. • Created Corporate Compliance program, and acted as Corporate Compliance Officer.• Developed long range plans for operations, finance, systems and capital budgets for all entities (one corporation and seven LLC’s). • Supervised management staff and in-house billing office• Streamlined billing office. Reduced A/R days from 160 to 26. Decreased staffing by 50% while increasing productivity 40%.• Developed HR department, accounting policies and control procedures to facilitate growth• Devised tax minimization strategy that reduced corporate taxes• Completed comprehensive workflow re-engineering of all administrative and clinical areas • Restructured clinical and administrative staffing, benefits and operations, providing greater benefit for same cost.• Achieved significant increases in efficiency and greater levels of accountability• Established effective methods to conduct audits of systems and performance• Negotiated deals that resulted in expansion of business through JV, merger and outside contracts• Secured financing and negotiated terms for construction and development of additional facilities• Conducted post acquisition integration