• Provided healthcare consulting services to Emergency and Inpatient Medicine services for a 19 facility organization.• Revised clinical recruitment process, identifying and correcting inadequacies to provide a more streamlined workflow.• Created and implemented quality measures for inpatient medicine provider accountability.

• Management and financial oversight to multiple specialty clinics and surgical operations to include Endocrinology, Gastroenterology, Hematology/Oncology, Rheumatology, Palliative Care and Orthopedic Oncology. • First department to implement virtual provider clinics to support ongoing Endo patient needs at the on-set of COVID. • Identified process improvements that decreased Endoscopy procedure no show rate by 10%. • Managed the successful acquisition and on-boarding of a new Ortho Oncology program to SFOD.

• Directed operations for seven client facilities consisting of Hospitalist and Intensivist Programs and Post-Acute Care facilities, driving quality outcomes related to CDI, LOS, D/C Before Noon, and Re-Admissions.• Full management of Hospitalists, Intensivists, Advanced Care Practitioners and Program Directors.• Strong focus on strategic growth and development with specialists and primary care physicians.• Direct liaison to C-Suite and executive teams at each client location, conducting monthly on-site operational meetings.

• Managed daily operations to 40+ Hospitalist/Inpatient Medicine practice• Integrated new revenue cycle process and electronic charge capture platform utilizing Lean Six Sigma practices to support a savings of ~$500K.• Responsible for all business operations and development, financial management, provider negotiations, compliance, quality improvement, and organizational governance.• Direct liaison to C-Suite, Executive Clinical Team, and Primary Care Physicians/Specialists, resulting in patient centered care and improvements in areas related to LOS, D/C before noon, Re-admissions, Mortality, and HCAHPS.

Directed operations and development of multiple adult and pediatric hospitalist programs, comprised of 70+ Providers and Staff.• Managed P&L, quality and cost of $30M operating budgets.• Collaborated with hospital executives/physician based practices, improving operations, assisting ACO/MU initiatives, reducing costs-resulting in 10 - 22% annual volume growth.• Analyzed market share data and trends to identify growth opportunities, increase efficiency and improve program outcomes.• Revenue cycle and charge capture management to insure monthly operating goals met. • Direct liaison with cross functional strategic teams to include medical directors, PCP’s, nurse managers, corporate and hospital leadership.• Project and change management implementation to successfully integrate four hospitalist programs within restricted timeline to vendor management company, HCI (8/2012).

• Financial, operational and leadership role to multiple outpatient practices, specializing in Mohs surgery to include CLIA certified lab.• Spearheaded new programs to support growing trends in dermatology, increasingpatient revenue from $1.7M to $2.4Ml, 13% volume increase.• Identified performance improvement opportunities, initiating new staffing and registration models.

Associate Administrator (promoted 2004 – 2006)• Direct, guide, and evaluate clinical and academic operations.• Developed $12M operating budget meeting departmental financial initiatives. • Leadership and direction on expanding department on multiple levels.• Certified Grants Administrator, managing funding in excess of $3M.Management Analyst (promoted 2001 – 2004)• Developed $10M operating budget, financial forecasting and data analysis.• Monitored multiple operational systems, ensuring accurate revenues/expenditures.• Managed physician recruitment, contractual processing and residency program.Business Manager (promoted 1999 – 2001)• Development of new clinical and academic EM business plans, policies and procedures.• Financial manager to new academic research arm to include NIH G&C and Clinical Trials.• Maintained physician contracts, recruitment, payroll, quality and productivity.Project Coordinator/Management (1996 – 1999)• Integral in the reorganization and integration of a new clinical and academic emergency department, working directly with healthcare consultants, EPMG.• Marketed the emergency department institutionally, regionally and nationally.• Recruited 32 emergency medicine trained physicians. Bonus awarded