Expertise includes: interim C-suite and senior leadership positions; board membership; corporate restructuring; organizational design and development; strategy formulation and execution; and physician practice acquisition. Extensive experience and expertise in all aspects of executive leadership and strategic development of academic medical centers and other complex healthcare systems.

Spearhead strategy and business development for Stanford Children's Health and Lucile Packard Children's Hospital, a leading pediatric and obstetrics healthcare system. Developed a corporate strategic, planning, service line management, strategic partnerships, strategic analytics, marketing, public relations, and government and community relations team that advanced preeminence and grew market share. Board member and executive lead for developing 5 pediatric joint ventures and a myriad of other affiliations with other leading healthcare systems.

Founding CEO and board member for Packard Children's Health Alliance (PCHA) the pediatric and obstetrics medical foundation of Stanford Children's Health and the Stanford University School of Medicine. Created two start up corporations, PCHA and the related professional corporation Packard Medical Group, which together supported rapid acquisition of successful community practices. Developed a model that supports physician satisfaction while creating a corporate brand that advances quality and patient experience. Financial performance exceeded national benchmarks. Grew to a $100 M organization with 170 physicians in 27 groups at 45 locations, providing 250.000 visits per year.

Chief Administrative Officer for Stanford Children's Health faculty and community based physician practices part of a medical foundation. Completed an extensive reorganization to strengthen and expand the medical group and physician practice organization while founding PCHA. Included establishing a site and practice management dyad model which increased physician and patient satisfaction, improved quality, and enabled extensive growth and expansion. Opened 10 pediatric multi-specialty sites around the San Francisco Bay, several of which are part of joint ventures with other leading healthcare systems. Tripled the number of visits and increased market share and contribution margin.

CEO of $1.6 billion Santa Clara Valley Health and Hospital System (SCVHHS), an integrated public safety net healthcare delivery system which includes: a teaching hospital, extensive clinic system, aligned medical group, licensed health plan, public health department, mental health department, department of alcohol and drug services, children’s shelter and custody health services, and community outreach services. Expanded services to accommodate surge in demand prompted in part by a weakened state economy, while simultaneously leading a very large scale financial improvement initiative. Spearheaded extensive facility development including to achieve seismic compliance and improve local access to care, funded in part by funds raised through a successful ballot initiative. State and national leader on healthcare safety net policy development.

Responsible for all financial and information technology operations for $1.6 M public safety net healthcare system. Spearheaded extensive reorganization and development to create corporate finance and information systems organizations, which enabled advancing strategic and operational goals while optimizing financial performance for each of the 7 business units. Completed turnaround of information system department, to resolve 60% vacancy and significantly improve performance and client experience.

Spearheaded extensive reorganization and development to create corporate finance organizations for two hospital healthcare system. Enabled advancing strategic and operational goals while optimizing financial performance, including with the opening of the second hospital campus.