Responsible for the Departments of Colon and Rectal Surgery, General Surgery, Gastroenterology, Endoscopy and Medical Weight Loss

Responsible for daily operations of medical practice, including family/primary care, urgent care and specialties. • Customer Service.• Provider scheduling and productivity.• Management support of medical providers.• Interpreter services.• Nutritional services.• Daily operations of secretarial staff. Work closely with directors of patient registration, telephone operations and IT to ensure optimal support for medical operations.Current special projects include:• Implementation of PCMH. Project Leader.• Clinical integration of Behavioral Health services.• NCQA certification. Member of Project Team.• New EMR (NextGen) implementation. Member of Core Teams.• Re-engineering of patient referrals.Current Committee Assignments:• Practice Access and Redesign.• Quality Control.• Infection Control.

Responsible for several complex projects with hospital-wide impact.• Designed a standardized operational reporting system (infrastructure) and integrated data collection methodology to collect data from separate IT systems. Hospital had no standardized system for reporting ambulatory operations. Reporting system based on this infrastructure and data collection methodology is scheduled to launch October 2010.• Participated in the 3 person leadership team responsible for the planning and operation of centralized flu clinics in response to increased demand for seasonal and H1N1 vaccinations. Directly responsible for space planning and allocation, communications, physical set up, support services, administrative staff, reporting and budgeting. Seasonal flu clinic ran for 20 weeks and provided 12,000 vaccines. H1N1 clinic ran for 10 weeks and provided 8,000 vaccines

Responsible for the reorganization, redesign and operation of all business functions. RVL is responsible for the commercial licensing of Intellectual Property across all PHS institutions. This portfolio included several thousand agreements and revenue of over $100M. Supervised 2 business office’s with a total of 6 employees. • Directed the successful conversion of all licensing data to a commercial database, and then managed ongoing system enhancements. RVL had previously been unable to manage this conversion Improved allocation of Department resources through the development of a new business model based on information gathered from the database. • Reorganized the business unit to improve the accounting, revenue handling and administrative functions. Business unit functions required improvements in response to customer complaints. Resulted in the accurate accounting and distribution for over $100 million in licensing revenue to department chairs, lab directors and scientists. Streamlined the revenue distribution process and improved the accountability of all business functions.

Provided operations management, strategic planning and consulting services to clients in the Boston Longwood Medical Area. Clients were senior level staff at 20 member institutions. Supervised 10 direct reports with responsibility for 200 people and an $18M budget. Provided 90% of company revenue and operating margin.• Re-engineered chaotic and poorly managed parking operations. Oversaw the transition of parking services to contract operations. Directly managed parking operations, increasing revenues and profit margins every year. Complaints from members and customers had been increasing, with several members threatening to cancel their service contracts. Retained all management contracts with MASCO member institutions and won several new contracts. • Directed contracted transportation services, including multiple service expansions. Reduced unit operating costs and upgraded fleet through service rebid. • Developed 1st business model for parking operations. Utilized business model to upgrade operating system for 2 garages, which generated the majority of company revenue.

Started new business line for group and completed multi-year DOT project.• Started a new business line to consult with regional transportation authorities (RTA), leveraging existing expertise within group. Consulting Group (7 consultants and support staff) had been 100% dependent on a single DOT contract. Won 1st RTA contract.

Responsible for private carrier boat and bus operations. Negotiated and supervised more than 80 contracts over 7 years. Annual expenditures exceeded $10M.• Started up commuter boat services from Hingham and Charlestown Navy Yard to downtown Boston and several new bus services. Negotiated and managed contracts for private boat and bus carriers running service for the MBTA. Initiated new Private Contract Service department at MBTA, in response to federal requirements. Ridership on these services, especially commuter boat, grew dramatically and were more cost effective than similar MBTA operated services.

Established 1st capital budgeting system for agency,