CFO for 352-bed Saint Mary's Regional Medical Center & Saint Mary's Medical Group in Reno, Nevada. Prime Healthcare affiliate. Also serve as voting member of the Advisory Governing Board. Integral member of our high-performing local executive team led by an outstanding CEO with strong corporate team support. The team significantly improved productivity, acute length of stay & operating expenses.

CFO for 300-bed St. Alexius Medical Center in Bismarck, ND & two Critical Access Hospitals. CommonSpirit Health affiliate. Major financial turnaround situation. All accounting done locally and not by CommonSpirit's Midwest Division office. Identified and corrected material accounting errors including: $15M of Medicare Advance Payments recoupments interim CFO failed to record against the liability (had resulted in a $15M EBIDA understatement). Personally brought bank reconciliations current after being neglected/ unreconciled for seven years. Identified operating expense reduction by purchasing (for $1.2M) surgical technology that was being rented on a "per use" basis at an annual cost of $1.25M (had been going on for 2+ years). Moved to Bismarck to be near family caring for ill family member.

California's largest healthcare district, consisting of two acute care hospitals generating $800 million in annual net patient revenue & 4,000 employees. Stewardship of accounting, financial statement preparation and analysis, audit coordination, third party reimbursement, treasury mgmt., all disbursements, long-term municipal debt mgmt., & financial compliance.

New tribal hospital serving the San Carlos Apache people. SCAHC operates an acute inpatient hospital, with emergency services & numerous outpatient clinics & DME. As CFO and voting Board of Directors Executive Committee member stewardship included accounting, financial reporting, audit coordination, grant mgmt., revenue cycle, supply chain, contracting, risk mgmt., decision support, financial compliance & Board of Directors/Tribal Council reporting.

Profitable $500 million, 2,200 employee integrated health system. Two acute care hospitals, trauma, heart, cancer & stroke centers, HMO, multi-specialty medical group, ambulatory surgery center, imaging centers & philanthropic foundation. Served during the five most profitable years in the health system's history following a weak year ending at my arrival. Contributed directly to sustained profitability by: successfully encouraging the system to migrate from "volume"​ to "value"​ philosophy when I discovered upon my arrival that NorthBay had the second deepest Medicare pay-for-performance DRG rate penalties among all California PPS hospitals (thereby leaving several millions of dollars "on the table"); successful renegotiation of longstanding unfavorable contractual arrangements. Responsible for financial reporting & analysis, accounting, audit coordination, budgeting/decision support, supply chain, disbursements, reimbursement, financial compliance, & pay-for-performance monitoring.

Rapid growth children's hospital/health system with five non-profit/two for-profit corporations providing wide array of inpatient & outpatient services to medically fragile/chronically ill infants, children & young adults. Facilitated the two most profitable years in organization's history. Renegotiated bank line of credit terms, doubling credit capacity at more favorable terms; identified appropriate uses for it not envisioned previously. Implemented internal financial control improvements & new fraud prevention/detection systems.

Stewardship included accounting, financial statement preparation/analysis, audit coordination, budget preparation/financial performance monitoring, decision support, reimbursement & disbursements. Board Finance Committee requested I present all monthly financial reports instead of the CFO: I was recognized by the Board and Leadership Team for clear, concise, understandable presentations. Implemented sweeping improvements in accounting processes, internal controls & financial reporting placing the organization back into IRS and financial compliance after position had gone vacant/duties neglected for seven months prior to my arrival. Became current with bank and general ledger account reconciliations that were 18 months delinquent. Created monthly monitoring revealing pronounced receivables deterioration, resulting in prompt remediation & significant cash flow improvement. Established 340b pharmacy pricing program with $2+ million annual pharmaceutical cost savings.

4,800 employee multi-corporate provider of acute & post-acute hospital svcs., clinics, imaging centers, & HMO. Stewardship included accounting, audit coordination, budgeting, disbursements, financial reporting/analysis & regulatory reporting. Concurrently fulfilled responsibilities of three financial manager positions during vacancies (CFO for three smaller hospitals, Reimbursement Director, Tax/Treasury Manager) upon request of corporate CFO.

High volume district hospital in four-season ski resort community. District included a Critical Access Hospital (CAH) and 14 medical clinics. Secured financing for construction of 38,000 sq. ft. hospital building addition, two medical office buildings, clinical technology procurement & financial information system implementation. Orchestrated 33% reduction in accounts receivable days. Generated 100% investment reserve increase & unprecedented profitability improvement by leveraging previously unknown statutory benefits of CAH status I pioneered.

Led financial activities of investor-owned entities operating freestanding skilled nursing facilities & assisted living centers throughout the L.A. area.

CFO for Board-dominated 155-bed acute care hospital & heart center. Profitable during my tenure but closed following bankruptcy in 2003 due to ill-advised Board decisions documented in local press (Granada Hills Community Hospital). Board was sued by Bankruptcy Trustee for mismanagement.

Led financial turnaround of 114-bed acute hospital, primary care physician group & philanthropic foundation. Inherited & restructured onerous debt portfolio via tax-exempt revenue bond defeasance and tax-exempt capital leases resulting in significant debt service reduction. Instituted clinical technology evaluation process, improving care quality & cash flow. Successfully implemented ERP upgrade.

Profitable 400-bed adult & pediatric acute care teaching hospital affiliated with 70,000 member HMO. Managed 100 FTEs via seven direct reports. Led successful multidisciplinary team effort achieving 35% sustained accounts receivable improvement in six months. Result=$7.6 million investment portfolio increase, and $750 thousand annual investment income improvement. Implemented third party payment tracking system increasing annual commercial insurance reimbursement by $750 thousand. Successfully renegotiated managed care contracts with double-digit percentage rate increases in hyper-competitive managed care market. Successfully negotiated a double-digit percentage rate increase in the hospital's Medi-Cal inpatient contract (something previously thought impossible), resulting in $2.1 million additional annual reimbursement. Helped obtain Federal Trade Commission/Dept. of Justice clearance to merge Children's with Pacific Presbyterian Medical Center to form California Pacific Medical Center. Merger resulted in immediate elimination of both hospitals' CFO positions, including mine, in favor of new CFO with multi-campus health system experience. Merged organization was soon sold to Sutter Health following significant financial downturn.