Responsible for overseeing the daily operations of Spectrum Healthcare Partners Radiology South Division and various other radiology groups contracting with Spectrum Management Services Company. Supports Physician Shareholders in strategic planning, practice governance, business development, budget and revenue management, and policy enforcement. Additionally, this role is part of the company's management team, participating in company-wide business initiatives and collaborating closely with corporate resources to manage marketing, financial, facility, information systems, and human resources functions for both the division and the contracted radiology practices through the MSC.

· Franchise owner & Managing Director, QC Kinetics Regenerative Medicine, Feb. 2021 – Jun. 2022· BE Smith Interim Leadership, including:· COVID 19 Vaccination Hub Site Leader (San Francisco, CA), Feb. 2021-May 2021· COVID 19 Field Hospital Operations Lead (Muskegon, MI), Dec. 2020-Jan.2021

Lead 120-person team, managing operations and financial performance at Central Oregon Radiology, a diagnostic imaging corporation. Additionally, provide leadership for Central Oregon MRI and Cascade Medical Imaging. At CORA, we provide state-of-the-art services in our outpatient imaging centers, in addition to providing professional services to central and eastern Oregon hospitals and clinics.

Lead 86-person team, managing operations and financial performance at Central Oregon Radiology, a diagnostic imaging corporation. Additionally, provide leadership for Central Oregon MRI and Cascade Medical Imaging. At CORA, we provide state-of-the-art services in our outpatient imaging centers, in addition to providing professional services to central and eastern Oregon hospitals and clinics.

Previous title: Administrative / Technical Director of RadiologyLead 10 departments totaling 170 employees. Develop and manage annual expense budgets. Collaborate with Radiology Chair on short- and long-range strategic planning. Liaise with C-level leaders, HR, legal, IT, and other groups. - Collaborated with physician leadership on transition to “service line” model, which merges silos and expense budgets to better address new Medicare practices; one of first U.S. hospitals to adopt this model. - Served as operational lead for successful transition to EPIC system, and collaborated on steering committee for the EPIC implementation project.

Led 200 team members across 14 hospital departments, including neurology, cardiac rehabilitation, EKG, catheter laboratory, outpatient rehabilitation, centralized transport, laboratory, interventional radiology, and all imaging departments. Managed expense budgets. Reported directly to COO. - Improved flexibility of nursing coverage for cardiac recovery and same-day surgery by merging the two nursing operations. - Served as nighttime “administrator on call” for hospital about 6 times a year (lasting a week each time).- Selected by COO to manage $1 million grant-funded procurement process to acquire distance learning solutions, simulation labs, and audiovisual systems for the School of Nursing, and maximized the available funds. - Initiated and spearheaded relocation of an outpatient imaging center to a better location, improving workflow for women’s imaging with setup of new center.

Led medical imaging departments with 60+ team members, including diagnostic radiology, mammography, CT, MRI, ultrasound, and nuclear medicine, with annual volume of about 100,000 exams.- Reduced film use from 100% to only 13% within a year of implementation.- Managed capital budgeting, allocations, purchasing and vendor negotiations, and implementation of capital investments. Negotiated purchase of 3 CT units to include extra equipment, coming in substantially under budget.

Led 50+ employees across all hospital imaging departments: radiology, mammography, ultrasound, CT, MRI, nuclear medicine, and interventional radiology.