Leader of ophthalmology programs in Spokane, WA; Coeur d'Alene, ID; and Fairbanks, AK. The region includes ophthalmology programs with clinical locations, ambulatory surgery centers, and refractive programs. Versatile and results-oriented professional with expertise in driving operational excellence, fostering positive and inclusive organizational culture, fueling strategic growth initiatives, and delivering outstanding financial results. Skilled in overseeing cross-functional teams, optimizing business operations, executing effective processes, and delivering exceptional outcomes. Adept at developing and implementing innovative business strategies, navigating complex business environments, and forging strategic partnerships. Visionary leader with exceptional strategic planning, problem-solving, and communication skills, dedicated to drive organizational success and achieve sustainable growth.The main operational objective is to maximize volume and revenue growth in ophthalmology practices while effectively managing expenses. Concentrating specifically on implementing processes and procedures to efficiently manage prospective patients from the first contact call through their last visit. With a focus on business strategy development, marketing, practice flow improvement, cataracts, premium IOL conversions, LASIK, SMILE, and dry eye disease initiatives. Recognized skills in creating various medical product lines, expanding/ improving existing product lines, and recruiting/ retaining critical staff members. Authentic team oriented leader with a strong skill set for people oriented management, employee development, displaying strong relationship skills, and developing highly profitable yet patient centered service lines.

Hired initially as a Regional Strategy team member, I was promoted to start a new program serving injured workers; formulated a business and marketing plan, led website design, and secured a five-year pro forma agreement. This would become the highly successful Occupational Medicine program at Providence, and prompted executive leadership to enlist my leadership in restructuring St. Mary Medical Center’s Occupational Health program, reversing financial underperformance of St. Patrick’s in Montana, and standing-up a new program for Kadlec Medical System in Tri-Cities. ***I diversified services across each program, adding onsite physical therapy, occupational therapy, and massage therapy modalities to engender sustainable revenue streams ***Delivered 100% NOI increase (St. Mary’s), and reversed 12 years of consistent $100,000 losses to reach break-even (St. Patrick’s), within two years of Eastern Washington/Montana appointment ***Stood-up three clinics first 18 months of appointment to Spokane post, hiring 25 FTEs; Led rapid growth from $-202,000 NOL year one to +$1,302,000 NOI year five***Led remarkable revenue expansion at Providence-owned St. Luke’s Rehabilitation Hospital—from $180,000 NOI year one to $980,000 by year five, an increase of 544%

Worked closely with Vice President, Corporate Compliance and Privacy Officer (CCO) on implementation, management, and enforcement of the corporate compliance program, including establishment of an Annual Compliance Plan under ongoing amendment. *** Trained and mentored employees at orientations. Interfaced regularly with CCO on compliance-related matters, audits, and investigations of corrective action taken in response to reports of non-compliance*** Served concurrently as College Internship Coordinator, managing all administrative interns; acting as liaison between academic institutions and the hospital. Assigned projects and conducted LEAN training

I Inherited a program that had been hemorrhaging revenues; entrusted to stand-up an entirely new program and multi-pronged strategic plan for Occupational Medicine in the Rockwood Health System. ***Moved location; added second location; quickly became profitable. Increased census and revenue for two clinics 450%; overall market share 27%. ***Created and implemented a sustainable occupational medicine infrastructure and network comprised of two hospitals, six urgent care units, a large primary care base, and a large surgical specialty base.

Department Director for Inpatient Therapy as management shifted from contractual to in-house leadership. *** I recruited new Director of Therapy Services, and assisted with recruitment and hiring of additional staff, negotiating contractual agreements to solidify build-out of a reengineered organization