I work with healthcare leaders accelerate value creation in Private Equity backed portfolio companies. My expertise in Operations, Revenue Cycle, Workforce Management, and Procurement enables management to make decisions and push growth forward. My clients span the healthcare spectrum including Lifesciences, Physician Practice Management organizations, Acute and Post-Acute Care. Clients rely on me for advice on how to lead and communicate through change; an analytical approach to problem solving; and a depth of operational expertise. Colleagues trust me to build relationships and foster positive culture as internal processes are implemented that drive consistency across the practice.Some project results include:• Oversaw Integration Management Office (IMO) and 12 workstreams as part of a Merger Integration of a large Academic Medical Center and two regional organizations; identified $100 million in synergies and redesigned executive organization structure• Directed the IMO for a Regional Integrated Delivery Network in Pennsylvania as they acquired a community hospital, prepared for the transaction close date, and charted a course to realize ~$30 million in synergies • Responsible for the sourcing and contracting workstream in collaboration with the Transaction Management Office (TMO) for a project resulting in the post-bankruptcy sale of a West Coast hospital. Reviewed 200+ contracts for assumption and cure cost analysis• Conducted Operational Due Diligence (ODD) for urgent care and other non-acute acquisition targets to drive recommendations on how to achieve to post-deal synergy targets including redundancies, span of control adjustment, policy amendment, and supply cost reduction• Deployed an integration playbook for PE backed Plastic Surgery Roll-up of 5 practices nationwide resulting in coordinated communications, practice onboarding, application stack conversion, and a consistent sales/marketing approach

I focus on providing performance improvement consultation in a variety of healthcare organizations. I have achieved substantial EBITDA improvement by tackling operational areas that typically yield cost performance improvement:• Supply and Purchased Services Procurement – my success in these areas is achieved through deep industry knowledge of GPOs and best practice purchasing policies• Workforce Optimization – my methodology allows organizations to move out of a RIF mindset and into a holistic approach to labor productivity management• Perioperative throughput initiatives center on improving processes in the OR and Ambulatory Surgery Centers

I deliver value to clients by implementing process improvement and data analytics initiatives designed to reduce operating expense. I have led multiple teams charged with operating cost reduction initiatives for hospitals and health systems. My cost reduction initiatives are facilitated by analytics tools and methodologies designed to empower FTI clients to sustain performance improvement endeavors.Sample client engagements:• Led merger integration work stream to facilitate collaboration and stand-up new department• Designed labor productivity monitoring process to drive budgetary accountability• Administered client RFPs and negotiated multi-million dollar purchased service agreements• Evaluated current state of Business Intelligence program and designed road map to achieving industry leading status• Designed strategic supply chain organization structure and KPI monitoring to transform supply chain operations

As a Senior Consultant in the FTI Health Solutions practice, I work with client personnel to transform business practices. By validating and analyzing General Ledger, Purchase Order, Accounts Payable, Demographic, and Transaction data, I identify savings opportunities in Supply Chain and Revenue Cycle. Key Activities:• Discovery of savings opportunities in Supply Chain through the use of Analytics• Building client relationships while expanding the FTI Health Solutions client portfolio• Contract analysis and benchmarking in order to examine Purchased Services effectiveness• Streamlining of processes and procedures to allow for efficient data processing• Data visualization and presentation

• Led a team who developed and implemented dashboards and drill-down reports for inpatient, outpatient, and surgical metrics to allow for increased decision making efficiency by organizational leadership• Gathered business requirements to produce meaningful reporting by consulting key leaders in relevant functional areas; collaborated with the information systems group for implementation.• Proposed additional metrics and analysis designed to improve operational efficiency of surgical procedure rooms• Redesigned and automated the annual enterprise budgeting process to allow for a user friendly budgeting interface and simplified departmental interaction• Collaborated with Revenue Cycle team to create a tool designed to improve charge integrity, minimize impact of systematic errors, and identify billing aging trends

• Conducted complex ad hoc analyses intended to improve efficiencies and reporting throughout the medical center. Examples include clinical “No Show” forecasting and Predictive CMI• Identified areas of focus on outpatient revenue drivers including unique patients and procedure volumes• Maintained open communication channels between stakeholders involved in dashboard projects resulting in expedited development and testing of dashboard enhancements

• Projected 4th quarter revenue and earnings resulting in an accurate forecast of year-end results in order to budget for the 2009-2010 fiscal year• Supported and analyzed procurement practices in order to decrease cost of goods sold• Determined appropriate product mix for given space constraints using trend analysis in order to maximize profit margins resulting in the addition of two expanded product offerings.• Identified and mapped improvements to the financial systems integration procedure that resulted in the creation of a new process for increased cross-functional communication• Evaluated work flow and workload of training team and recommended increase in staff to meet project and scheduling constraints for new systems implementation

Provided accounting and audit services for a receivables system representing over $1 billion in potential revenue.