Working with various health care entities on contract negotiations, mergers and acquisitions, and technology implementations using artificial intelligence. Clients include independent businesses, health systems, and venture capitalists.*Successfully secured a rehabilitation contract between The Therapy Group and the Georgia Department of Correctional Facilities. Provided contract negotiations to meet the needs of the state and provide adequate professional staffing (PT/OT/ST) to meet the health care needs of prisoners in the correctional system.*Created business development opportunities with a VC-backed healthcare company to offer complete end-to-end revenue cycle solutions dedicated to hospitals, physician groups, and ASC’s with implementation of AI bots without interruption. Implemented in two health care facilities achieveing 70% efficacy in revenue cycle tasks at four times higher production. Decreased FTE costs by 40% while increasing captured revenues by 12%.*Worked with VC-backed healthcare company to identify home health and hospice organizations in the Michigan market for M&A. Successfully closed on eight identified opportunities. Consolidated the individual organizations under one management structure, reducing costs and maintaining profitability of the new organization. Directly oversaw the operations and mergers until a regional director was identified and onboarded.

Greenwood Leflore Hospital is a publicly owned healthcare organization. GLH operates 208 licensed acute care beds with 87 healthcare professionals in more than 30 individual areas of practice, serving a population of over 185,000, and producing $108M in annual net revenue. Recruited to position hospital for a merger/acquisition; including identifying potential partnerships to preserve healthcare services to support the community. Oversight for development, implementation and overall success of Covid related readiness, procuring resources, establishing strategic objectives, policies, budgets and operating plans.Implemented operational efficiencies plan which resulted in a $1M per month decrease in expenses without reducing staffing levels.Created a road map for future direction identifying critical success factors and future trends, establishing a 3-year strategic business plan.Improved process improvement plan to create quality and safety programs focused on reportable and patient-centered care. Created a new VP of Process Improvement role to monitor and maintain consistent accountability for programs. Increased Leapfrog score from D rating to B in 12 months. Attained A status in Fall 2022.Recruited 8 new multi-specialty physicians, including internal medicine, OB/GYN, emergency medicine, general surgery, hospitalists, and radiologist. Recruited 3 physician extenders specializing in primary care, emergency medicine, and OB/GYN.Expanded services and improved quality around the Radiology Department. Became the first hospital in the Delta Region that offers all radiology modalities being read by subspecialists.Created telemedicine program focused on Chronic Care Management. Achieved a 35% onboarding rate in the first 12-months, contributing $36k per month in additional revenues while reducing 30-day readmissions by 11% in the same time period.Successfully attained Rural Health designation for all owned primary care (FP, Peds, and OB/GYN) clinics.

Sentara Halifax is a comprehensive regional system serving Halifax County and surrounding areas (primary and secondary drawing population of 70,000). Sentara Halifax operates 192 licensed acute care beds, 384 long term care beds, 45 employed providers with a total physician staff of 76, and a robust medical practice billing and operations center. Served as operating head of the hospital and accountable for all the operations of the division and for growing revenues while effectively managing expenses and maintaining high clinical quality. Overall oversight for development, implementation and overall success of short-term goals, strategic objectives, policies, budgets and operating plans. Awarded “Top 100 Rural Hospital” in 2019 (The Chartis Group).Maximized operational efficiencies which led to an $8M turnaround in first 12 months. Proactively established new service lines to drive revenue enhancement efforts, including a partial hospitalization program, intensive outpatient program, medical detoxification, and an occupational health mobile unit. Established telemedicine programs, including: newborn intensive care unit, psychiatry, urgent care, and occupational medicine.Led clinical variation initiative for all of Sentara Healthcare, identifying $13.5M in annual savings and realizing $13.4M savings in the first year, on an established goal of $10.5M, while simultaneously improving quality indicators by 13%.Received #1 ranking in employee satisfaction in 2019, which was in the top 25th percentile for Press Ganey measurement group. The increased top box scores grew from 67% to 89% compared to year-over-year.Implemented Epic electronic health record and prelude/resolute (billing) in hospital, physician practices, and home health and hospice.Recruited 6 new multi-specialty physicians, including family medicine, internal medicine, and psychiatry. Recruited 9 physician extenders specializing in primary care, orthopedics, and endocrinology.

Trinity Hospital is a 231-bed physician syndicated hospital that serves a population of more than 500,000 with $98M in net revenue. Responsible for the overall operations of the acute care facility. Provided daily leadership to team of 12 direct reports. Partnered with Division leadership to develop and implement short and long-term goals, objectives, and strategies. Led the planning of new services that generated additional revenue. Maintained a leadership role in the recruiting and retention of physician and hospital employees. Developed and maintained positive relationships with the local community and community leaders, including providing comprehensive education regarding fluid changes in healthcare. Awarded “ACHE Service Award” in 2014 (American College of Healthcare Executives) for mentoring new healthcare executives and for in-service presentations.Provided leadership that led to hospital being recognized for the following achievements: √ Top Performer Key Quality Measures Award (2012 – 2015) from TJC√ Ranked Top 10 by State of Georgia for Top Hospitals (2012, 2014)√ Patient Safety Excellence Award (2013) from HealthgradesEstablished Level II NICU at hospital. Secured Fort Gordon contract to provide OB services to the military members and their families, resulting in 900 additional deliveries annually.Formulated collaborative agreement with Georgia Regents Medical College to expand service line offerings, including cardiology, orthopedics, and gastroenterology. Spearheaded the development of a Level III Trauma Center. Increased reimbursements and state funding. Boosted EMS satisfaction score by more than 30%.Developed a 16-bed, inpatient geriatric psychiatry program and expanded services to include outpatient and intensive outpatient treatment clinic. Led hospital to be the first in the market to develop navigational bronchoscopy program. Recruited three additional pulmonology providers to hospital.

Provided visionary leadership to hospital managers, directors, and officers that created accountability and ownership of goals, and encouraged active participation in decisions that impacted the hospital. Ensured the hospital met necessary regulatory and compliance approvals and quality accreditations. Provided leadership that led to hospital being recognized for the following achievements:√ #1 in CHS for employee satisfaction (2011). Hospital was previously ranked in the bottom 25th quartile.√ Excellence through Insight Award for Overall Employee Satisfaction (2011, 2012) and Most Improved Employee Satisfaction (2011) from HealthStream√ Top Performer Key Quality Metrics Award (2010, 2011, and 2012) from TJC√ Medical Excellence, Patient Safety, and Patient Satisfaction Awards (2012) from CareChex Quality Awards (rural hospital category)Led acquisition of multi-specialty practice consisting of pediatrician, otolaryngologist, and internal medicine physicians. Recruited additional six family practice and one invasive cardiologist.Increased overall physician satisfaction from 41% to 100%. Ranked #1 in CHS for employed physician satisfaction in 2011 and 2012.Established Sports Medicine Clinic, encompassing six county region for high school athletics.

Oversaw day-to-day operations in the hospital and assisted in planning of new service lines. Prepared facility and program planning budgets, and administered hospital policy formulation. Directed contract management and implemented processes for tracking and reviewing.Championed implementation of Quint Studer’s “Hardwiring Excellence” program.Reduced contracted service expenses by 32%, realizing monthly EBITDA savings.Implemented Lean processes (5S system) for tracking equipment movement throughout the facility and eliminating unnecessary costs for biomed contract, resulting in significant annual savings.

Assistant Administrator and South Campus Administrator (2007 - 2009)Physician Recruiter (2006 – 2009)Poplar Bluff Regional Medical Center consisted of two hospital campuses with 423-beds, and five outreach clinics covering a six-county region. Assumed Executive leadership duties at dual campuses, with continued direct oversight of 211-bed South Campus hospital. Led physician recruitment/relations and business development activities.Developed and completed $3M renovation, including updating patient rooms, nurses’ stations, redesigning waiting room areas, building improvements, and landscaping initiatives.Implemented and developed new service lines including: Inpatient Chemical Detoxification program, Outpatient Behavioral Health program, Inpatient Rehabilitation, and Outpatient Cardiac Rehabilitation.Established system for tracking and monitoring equipment, reducing annual storage fees.In Recruiter role, pioneered physician and recruitment plan to a rural area. Oversaw recruitment needs planning, community needs analysis, medical practice valuations, contracting, and needs analysis.Recruited 17 physicians, including invasive cardiology, interventional cardiology, cardiothoracic surgeon, neurology, oncology, radiology, dermatology, family practice, orthopedics, internal medicine, psychiatry, nephrology, and general surgery.Appointed by HMA for the development of a system-wide, physician recruitment/retention plan. Wrote how-to physician recruitment guide for all CEOs within HMA. Personally wrote two of the five chapters, focusing on recruitment to rural markets and physician retention.

The leading global wealth manager, a top tier investment banking and securities firm, and one of the largest global asset managers. With headquarters in Switzerland, UBS operates in over 50 countries and from all major international centers. UBS, Gulfport office, is a branch office of the Jackson, MS regional office. The office consisted of ten financial advisors, and two brokers, with a combined asset value of over $450M.

Regional business consultant to small business owners in the areas of finance, operations, customer service, information technology management, strategic planning and marketing.

Memorial is a not-for profit medical complex in Gulfport, Mississippi, jointly owned by the City of Gulfport and Harrison County. Memorial is licensed for 445-beds, including an inpatient rehabilitation unit, a behavioral health facility, satellite outpatient diagnostic and rehabilitation centers and more than 80 Memorial Physician Clinics.

109-bed acute care hospital that provides 26 physician specialties in a non-urban area, serving nine counties, and is associated with Kirksville College of Osteopathic Medicine and A.T. Still University.

University of Missouri Health Care consists of a 361-bed acute care hospital, with more than 500 physicians trained in more than 75 specialties and subspecialties, University Physicians is the largest multi-specialty group practice in mid-Missouri.