Visionary C-Suite leader provides professional coaching, advice and leadership to clients on strategy and execution, business transformation, integration, culture change, operational excellence, value-based care and consumer engagement. IDC Pathways Coach and Member Emeritus, CIO Executive Council.

Serves as senior leader for the overall management of client health system or hospital operations. Kaleida Buffalo General Medical Center / Gates Vascular Institute, Buffalo, New YorkBGMG is a 520-bed academic medical center with more than $1.8 billion in combined revenue. o Oversaw ancillary and support services operations improving patient perceptions of hospital cleanliness, food quality, and decreasing patient transport discharge time from 52 to 26 minutes. o Expanded bariatrics specialty clinic into new market and established ambulatory podiatry service. Wellstar Cobb Hospital, Austell, GACobb is a 382-bed, Level III Trauma and Burn hospital with more than $1 billion in combined revenue and 3,500 staff members and physicians.o Managed clinical and ancillary operations, contributing to FYTD total margin of 15% actual to 8.4% budget.o Implemented governance and throughput redesign, reducing observed to expected GMLOS from 1.32 to 1.22 and achieving Vizient and Wellstar top performance.o Oversaw surgical services redesign resulting in procedural growth and improved sterile processing.o Advanced Northwest Georgia Oncology Center partnership, clinic operations and market planning.Trinity Health-MercyOne Health System, Des Moines, IAMercyOne generates $3 billion in combined revenue and employs more than 18,000 employees and physicians.o Led Cardiology and Gastroenterology Ambulatory Surgery Center (ASC) strategy.o Steered multiple operations initiatives, such as systemwide perfusion cost reduction and Level II Trauma Center staffing optimization.Trinity Health-Mount Carmel Health System, Columbus, OHMount Carmel generates more than $1.3 billion in combined revenue and employs more than 12,000 employees and physicians.o Yielded cost savings of $4 million per month in FY23 Q1 to Q2 by reducing ED diversion, improving ED throughput and ensuring systemwide compliance with labor market standards.

Shares knowledge and expertise with University of Wisconsin- Milwaukee MHA students. Course title: Leading Change and Innovation.

Quickly promoted from role as Vice President, Organizational Excellence & Transformation to CTO, accountable for strategic planning, organizational transformation and oversight of five shared services departments spanning 60 Wisconsin locations, including 10 hospitals.▪ Pioneered strategic planning activities with Board, executive leadership and business owners to drive deliberate decision-making and results achievement; MCHS grew from three to 10 hospitals in three years while maintaining high-quality care and positive patient experience.▪ Redesigned marketing efforts to support annual strategies, system brand, and regional and service line growth; Marshfield Children’s brand awareness grew by 32% and Cancer Care and Research brand awareness grew by 12%.▪ Advanced leadership capabilities of nearly 250 managers by establishing the Organization Development Department.▪ Initiated CI (Continuous Improvement) Champion, change catalyst programs and Leading In Crisis forum to support management during COVID-19 pandemic.▪ Provided executive leadership to Analytics Center of Excellence, redesigning governance, overseeing data and reporting strategies, and providing actionable information to stakeholders. ▪ Oversaw design and assessment of consumer-centric strategies such as the myMarshfield patient app and digital marketing initiative.▪ Spearheaded strategies to advance culture and performance such as Marshfield Promise values in action and advancing as a High Reliability Organization. ▪ Co-led Driving Our Future initiative with Chief Operating Officer to achieve savings.▪ Established Portfolio Oversight Committee and implementation of formal workflow to prioritize work for Shared Services and Operations in alignment with MCHS strategic plan.▪ Oversaw implementation of EPMO and Performance Improvement staff to deliver on hospital construction and activation projects, and multiple system and regional improvement projects.

Executive oversight of six departments and system-level strategic and operational initiatives spanning 15 primary care clinics, three hospitals, home health and home hospice services, and outpatient care centers.▪ Collaborated and oversaw process improvement and managerial accountability strategies to sustain savings attributable to operational improvements.▪ Led identification, management and reporting of Board-approved ProHealth strategic initiatives; annual average achievement near 80%, resulting in significantly improved quality and lower costs.▪ Achieved top-tier performance in quality measures, resulting in Medicare Star ratings of 4.5 home health and 4.0 hospitals.▪ Achieved best ambulatory quality performance among About Health, a six-health-system partnership in Wisconsin committed to reducing cost and increasing quality. ▪ Co-sponsored Business Intelligence Coordinating Committee that implemented data architecture and performance analytics, resulting in a more efficient centralized request process, self-service reports and analytics, and an Epic Cogito physician quality profile.▪ Championed culture-changing strategies to advance the patient experience.▪ Served as executive liaison to Quality Board, Co-Chair of Quality and Patient Safety Council, Member of Clinical Integration Committee and Behavioral Health and Oncology Service Line Executive Councils.

Management oversight for Operations and Clinical Quality at a 321-bed tertiary care center, 35 clinics, two home health agencies, one nursing home and five critical-access hospitals.▪ Achieved operational savings attributable to process improvements while advancing safety and quality standards. ▪ Implemented clinical documentation and revenue cycle improvement initiatives, resulting in improved core measures, among best-in-class CMI (case mix index), and more than five-fold return on investment.▪ Restructured Care Coordination Department to decrease LOS (length of stay) by one day to 3.95 and decreased Medicare observation rate to among best-in-class at 9.8%. ▪ Improved HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) survey scores from below-median to 90th percentile performance.▪ Provided leadership in achieving national recognition that included America’s 50 Best Hospital Health Grades Distinction, multiple Thomson Solucient Awards and PRC (Professional Research Consultants) Excellence in Patient Safety recognition.▪ Implemented quality culture, establishing system-wide scorecards for tracking of Triple AIM and facilitating best-practice sharing among partner hospitals.▪ Led the Just Culture transformation, enhancing AHRQ (Agency for Healthcare Research and Quality) patient safety grade.

Led all aspects of quality management, risk management, infection control and survey readiness.

Taught clinical epidemiology as part of the clinical research curricula.

Positions included:Director of Health Services Research (2000 – 2004)Pioneered approach to performance-based, primary care physician recognition, leading to national adoption of the Physician Quality Reporting System (PQRS). Partnered with CMS and Joint Commission to establish the first hospital core measures set. Supported clients to achieve improvement in clinical quality indicators, resulting in national ranking as a top 10 quality improvement organization. Refocused organization on private business versus federally funded program resulting in 50/50 mix.Director of Medicare Quality Improvement & Analysis (1999 – 2000)Director of Health Information Analysis & Systems (1997 – 1999)Manager of Analysis (1996 – 1997)

Provided expertise to advance HEDIS performance.