P&L responsibility for Commercial (Large Group, Small Group, Individual), Medicaid (TANF, Expansion, Dual/Non-Dual, Behavioral Health, Children’s Health Insurance Plan), and Medicare (Cost, DSNP) business segments on the CO Western Slope. The total book of business is comprised of 220,000 members and revenue of $500M.Primary responsibilities include financial reporting/analysis, budgeting/forecasting, financial operations, healthcare analytics, rate setting, and risk adjustment.

P&L responsibility for the Medicaid TANF, CHIP, ABD, Duals, and ACA, and Medicare Dual/Non-Dual lines of business. Direct responsibility for financial reporting, budgeting and analysis, financial operations, treasury, healthcare analytics, network development, provider relations, utilization management, pharmacy, information services, claims, credentialing, legal, enterprise risk, and facilities. Also responsible for Medicare strategy, sales, risk scoring, and bid.Manage most facets of this this Coordinated Care Organization with $500 million revenue, and administrative spend of $40 million. Primary focus is on the integration of physical, behavioral, dental and vision health, while addressing the population’s social determinants of health.

P&L responsibility for the Medicaid TANF, CHIP, ABD and LTC lines of business, and direct responsibility for medical economics, medical trend mitigation, FP&A, cost of care optimization programs, administrative expense management, and actuarial interface.

Direct responsibility for the annual and strategic financial forecasts, segment financial goal setting and analysis, ROI development, and KPI tracking. Operating segments include Individual Under 65, Commercial Medicare, Small, Mid and Large Group, and Specialty business.

P&L responsibility for the Ohio, Kansas, and Missouri commercial segments. Direct responsibilities included financial forecasting and analysis, medical economics, strategic planning, KPI development and tracking, provider contract analysis, and new business/renewal pricing and underwriting gatekeeper.

P&L responsibility for the Anthem Ohio small group segment. Direct responsibilities included all underwriting functions including new business development, retention, risk selection, rate setting, and new case installation. Accountable for membership and revenue growth, medical loss ratio, ancillary sales, and operating margin results.

Managed the post WellPoint/Anthem merger assimilation of the Indiana, Kentucky, Missouri, Ohio and Wisconsin Blue Cross Blue Shield Plans into the Central Division, with the focus on improving underwriting results, increasing medical management effectiveness, and reducing operating expenses.

P&L responsibility for National Account segments in the States of CO, CT, IN, KY, ME, NH, NV, and OH. Managed all financial functions, including strategic planning, financial reporting, budgeting, forecasting, analysis, and interplan (BCBS) financial operations. Responsibilities also included direct accountability for National Account pricing and underwriting.

P&L responsibility for Colorado and Nevada. Led the Western Region’s financial and operational turnaround, while directly managing financial reporting, budgeting, forecasting, analysis, business planning, financial systems, and financial operations.

Full P&L responsibility for this Southern Indiana HMO. Responsible for all market activities including sales, underwriting, network and medical management, service, and strategic planning.

Full P&L responsibility for Anthem's Southern Indiana and Western Kentucky markets. Managed the distribution and administration of health insurance, workers compensation, property and casualty, and payroll deduction products.

Full P&L responsibility for Anthem’s small group division. Managed the distribution, underwriting, service, medical management, finance, compliance, and strategic planning functions.

Full P&L responsibility for Anthem’s small group segment. Managed financial reporting and analysis, budgeting, forecasting, and strategic planning.

Managed the day-to-day activities of the Internal Audit Department. Performed operational, financial, and technology audits that assessed and improved the overall efficiency of each area reviewed. Also ensured each subsidiary and functional area complied with company and regulatory policy. Was primary interface between external constituencies, such as Ernst and Young and other external auditors, and State departments of insurance.

Performed financial audits of hospitals and nursing homes that ensured compliance with Medicare and Medicaid regulations.