• Significantly improved network membership, conference participation and balance sheet• Emphasized importance of Program Planning Committee role in semi-annual national conference planning; voluntary committee member participation is now consistent and enthusiastic• Redesigned www.gpin.org website to include searchable databases and archives, as well as an interactive forum, to enhance networking among member groups• Revamped email Q&A process from virtually no participation to one of the most popular GPIN networking venues• With leaders of several member groups, directed the development and data benchmarking of national composite quality measures in three clinical areas• Report to the GPIN Steering Committee, comprised of physician group leaders across the nationDec 2000 – Jun 2009 (part-time): Henry Ford Medical Group Primary Care Culture and Process Redesign Agent • In collaboration with HFMG leadership, planned, directed, and coordinated the development of a primary care leadership infrastructure and clinic redesign initiative; resulted in the pilot and spread of improved processes in 38 primary care clinics• Led a team, chaired by an HFMG physician leader, across multiple business units and departments to correct the attribution of patients to the 220 HFMG primary care physicians. End result: 99% of all patients seen within three years were aligned to a PCP; and physician acceptance of their aligned panels and the alignment processes allowed the system Chief Quality Officer to plan for clinical registries and individual physician quality reporting

• Managed support staff and operations of seventy-five provider multispecialty group and thirty additional primary care providers, located in seventeen practice locations• Communicated a standardized compensation plan to all physicians in the region, despite several pre-existing contracts that exceeded the new plan benefits• Facilitated $5.5 million renovation of two largest facilities• Developed operations management team of all physician, administrative and nursing leaders to implement quality, access, and revenue cycle improvement initiatives• Reported for one year to Hunter Group executive, during DMC turnaround engagement• Divested practices not meeting financial targets, including several transitions to private practice

• Managed over 100 support staff in the outpatient clinic, laboratory, and research and education programs of senior staff, residents, fellows and medical students• Assisted Chairpersons with negotiating and managing contracts with outside institutions, including development of the residency and subspecialty programs with St. Joseph Mercy Hospital-Pontiac, and the Child Health Network with Children's Hospital of Michigan• Managed capital, operations, research budgets and strategic planning and implementation with Chairpersons• Appointed member of HFMG Senior Management Team as the Quality Improvement Coach, April 1994• Developed team of leaders across 15 HFMG Ob/Gyn clinics to standardize and improve processes• Initiated and facilitated team to develop comprehensive obstetrical care programApr 1991 – Oct 1993 Administrative Manager II, Departments of Obstetrics & Gynecology and Pediatrics Mar 1990 – Apr 1991 Administrative Manager I, Department of Obstetrics & Gynecology Apr 1989 – Mar 1990 Administrative Manager I, Eastern Shores Region• Coordinated start-up of several new specialty services and merger of smaller center into new centerJul 1988 – Mar 1990 Administrative Assistant to Vice President, Suburban Medical Centers

• Awarded Industrial Sales 1986 Rookie of the Year• Generated strategic plans for markets in the New England/Upstate New York territory• Promoted from Associate Sales Representative in 1986• Completed comprehensive sales training program, Summer 1985