Improving clinical and financial outcomes with technology and process.

• Initiated and oversaw project to automate revenue recognition, eliminating manual work and setting the organization up for appropriate revenue recognition for fixed-fee engagements• Initiated and oversaw project to automate manual record build in the financial system based on won opportunities in the CRM, resulting in ~40 hours/month of time savings• Restructured the company financial goal setting process, leveraging data to drive decisions, and bringing additional transparency to the rest of the company

• Revamped key CRM sales records to create accurate total and weighted pipeline calculations• Created organization’s first suite of analytical reports to support financial decision-making, team metrics, and performance management• Created new Information Technology division and moved end-user support in-house, eliminating our managed services support vendor• Hired the organization’s first Program Manager and built the company’s first Program Management Organization, allowing for standardized scoping, scheduling, and delivery of company-wide projects• Implemented various software solutions including Sense Messaging, MS Teams calling, and several additional end-user support tools

• Partnered with a healthcare consulting firm to advise the executive leadership team on sales & marketing strategies, scaling & company transformation, and leveraging data to make decisions.• Partnered with another healthcare consulting company to reorganize their Operations department. Created updated org chart, job descriptions, etc. as part of the restructure.About the company name - I have no industries. I am not worldwide. But when presented with an opportunity to pick a ridiculous company name that will hopefully bring a smile to the legal folks that review my contracts, I went for it.

• Created new Sales Operations division along with all team policies and procedures• Transitioned sales compensation model from discretionary to a metrics-based incentive structure giving sales staff line of sight to total compensation • Implemented suite of analytical reports providing insight into company revenue, sales, pipeline, and other key metrics• Developed long-term cost of sales model, projecting 36% reduction in cost of sales over three-year period• Empowered Sales Division to increase bookings by 83% (proj) in 2021 relative to 2020

(Company acquired by Tegria, a for-profit subsidiary of Providence in 2019)• Responsible for management and success of Sales, Account Management, and Marketing functions• Grew top-line revenueby 14x over seven-year tenure resulting in company acquisition by Providence/Tegria• Maintained average client satisfaction score (NPS) of > 74 compared to industry average of 43• Added >150 health systems to client base• Scaled division from one person to >30 team members• Provided regular executive sales updates to Company, CEO, and Board of Directors

Responsible for oversight of Patient Access IT teams and leading other special projects as directed by SVP of IT and CIO • Implemented expedited research workflow for cancer center go-live within six weeks of hire date• Served as patient access subject matter expert during clinical EHR (Epic) implementation and oversaw workflow modifications to support new system• Successfully coordinated emergency action plan to relocate >30 clinics and hospital departments within one week after Superstorm Sandy• Directly managed two managers with teams of ~10 analysts each

Responsible for managing client deliverables, associates, and analysts on several strategic engagements focused on process improvement and electronic health record implementations • Implemented emergency charge testing strategy six weeks prior to go-live increasing charge pass rates from 11% to 95% prior to go-live ultimately resulting in an extended engagement with the client• Led Patient Access transformation at large, integrated health system on the West Coast with deliverables including: creating centralized scheduling and pre-service units, evaluating and contracting with multiple support vendors, organizational realignment, and policy/procedure implementation• Created Patient Access service line, developing 10 business offerings consisting of associated sales and implementation material

Implementation Executive - July 2007 - June 2011Responsible for oversight of several simultaneous implementations; maintained regular executive communication, and guided clients through all phases of enterprise software implementation. • Served as executive-level contact for implementations at University of Washington and University of Mississippi Medical Center• Provided direct project oversight and management for implementations at King’s Daughters Medical Center and University of Colorado Health• Provided guidance and project-level management for > 60 implementation analysts concurrentlyTeam Leader - November 2007 - June 2011Managed internal team members and participated in management group to set direction for Implementation division • Oversaw career development of eight direct reports• Participated in consolidation of two product departments into single division as part of cost-reduction and client satisfaction improvement initiatives• Created internal Patient Access training curriculum composed of 15 classes for ongoing educationImplementation Analyst - August 2004 - August 2007 Guided clients through workflow redesign, system build, testing and training; guided day-to-day work for internal teams of up to 20 members, monitored client budgets, and provided refular status reports to project stakeholders. • Promoted to Application Manager within six months of start date• Promoted to Implementation Director within three years of start date • Fulfilled application analyst duties at Allina Health System through successful go-live• Served as Application Manager, with simultaneous oversight of application success at MultiCare Health System, Sutter Health, Spaarne Ziekenhuis (Netherlands), and Amphia Ziekenhuis (Netherlands)

Responsible for account/client management, maintenance of specialized retail reports, and delivery of vendor managed inventory service• Solely responsible for management and oversight of vendor managed inventory service historically maintained by 2 FTEs• Served as primary account manager for >20 accounts, providing regular product delivery, support, and relationship management