Provide senior leadership to Urology Austin, an affiliate of Urology America, and lead all aspects of the company’s regional operations, including full P&L responsibility for existing locations, operational integration with current and newly acquired practices and continued expansion of high quality services and service offering.The Urology Austin, the largest urology practice in the Austin metro area, consists of 50 healthcare providers, 17 locations, plus a centrally located radiation center. Urology Austin providers are committed to staying at the forefront of the latest technologies, medical knowledge, surgical techniques, and advanced treatment options. Their comprehensive medical approach includes an in-house pharmacy, in-house pathology & laboratory services, a clinical research department, patient navigation programs, and the Austin Center for Radiation Oncology.

Women Business Leaders of the U.S. Health Care Industry Foundation (WBL) is a nonprofit organization housing the premier network of women executives across the health care industry. WBL’s mission is to connect and convene senior executive women in health care to create meaningful cross-sector relationships, advance their careers, and harness their collective power to improve the industry.

Serve as an Operations Executive providing strategic leadership and operational guidance to optimize processes, resource utilization, technology enablement and continuous improvement in the delivery of exceptional Home Health and Home & Community Based Services to 12M people annually across 39 states within the United States. In spring 2023 LHC became a part of United Health's’ health services division Optum.

Serve in an executive leadership role for a portfolio of hospitals and their distinct market places across multiple counties with responsibility for strategic growth, business partnerships and clinical program development, talent development & retention, quality & fiscal outcomes as well as community reputation, engagement and advocacy. Portfolio from September 2017 to January 2023+ Ascension Seton Williamson: Regional medical center with173M in revenue and 662 FTEs+ Ascension Seton Hays: Regional medical center with 175M in revenue and 759 FTEs+ Ascension Seton Northwest: Community hospital with 96M in revenue and 397 FTEs+ Ascension Seton Southwest: Community hospital with 26M in revenue and 100 FTEsPortfolio from August 2015 to September 2017+ Ascension Seton Northwest: Community hospital with 96M in revenue and 397 FTEs+ Ascension Seton Southwest: Community hospital with 26M in revenue and 100 FTEs+ Ascension Seton Austin: Regional medical center with 500M in revenue and 1,650 FTEsPortfolio from August 2013 to August 2015+ Ascension Seton Austin: Regional medical center with 500M in revenue and 1,650 FTEs+ University Medical Center Brackenridge: Teaching hospital with 300M in revenue and 1300 FTEs+ Ascension Seton Shoal Creek: Behavioral health hospital with 12M in revenue and 200 FTEs Simultaneously led the System’s Health Equity Initiatives from 2014 through 2017. This array of strategic activities and partnerships aims to transform care for underserved Central Texans ($400M annually). Served as an executive leader within the Community Care Collaborative, the Travis county health district and Ascension Seton joint venture.

Led the overall financial, operational and tactical functions of the primary adult safety net and teaching hospital. Created a supportive learning and work environment for the medical residents through partnership with the GME program directors. Collaborated with the Chief of External Affairs to create a collaborative community presence and team of community advocates.Key Accomplishments:• Served as executive leader for the financial, operational & tactical direction of the primary safety net and teaching hospital in the region specifically including management of 300M in revenue and 1300 FTEs• Developed new leadership team and management structure with resources targeted to support clinical program growth and development, quality improvement and to re-build the reputation/community support for the campus. • Developed a strong community presence and the support of community stakeholders including tactics such as conducting monthly White Coat Tours to develop a team of community leaders capable of advocating for UMCB. Led community outreach efforts to evangelize Seton’s plans to build a new $295 million hospital contingent upon the public’s “Proposition 1” funding for a new medical school. • Led the implementation of High Reliability safety cultural and tools achieving a 10% increase in near miss reporting, a 12% decrease safety events and attainment of OSHA’s best in class safe workplace designation. • Leveraged the High Reliability framework and new leadership team to further clinical integration between safety net provider clinics and inpatient care teams improving patient & providers outcomes in key areas including trauma, neurosciences, cancer care, complex orthopedics and women’s health.• Led implementation of an electronic record system achieving 85% electronic order entry within 48 hours of implementation.

Directed the planning and management of a $500 million annual budget and 1,400 associates for imaging, laboratory, pharmacy, cardiopulmonary diagnostics, respiratory care, neurodiagnostics and rehabilitation services for the 11-hospital system. Key Accomplishments:• Redesigned the D&T Services leadership structure with a focus on building a customer-centric culture. Redesigned roles and compensation model to support strategic clinical program expansion, fiscal management, quality improvement and customer service training for all employees. • Conducted an analysis of blood product usage and reduced costs $3 million per year by educating healthcare providers.• Led the design, implementation and operations for building diagnostic and therapeutic services for two new greenfield hospitals - Ascension Seton Williamson and Ascension Seton Hays.

Hired to align the clinical service delivery efforts with the medical school’s GME and research activities. Led patient care, research and education teams including the planning and management of a $230 million annual budget; Provided administrative leadership for 35 faculty and 280 staff and students;

Hired into the Radiation Oncology Department to serve as administrative partner to the new Physician Chair, Dr. John Buatti, with primary goal of developing a new Radiation Oncology growth plan and related facility. Co-led patient care, research, and education activities including management of a $22 million annual budget.