Drove alignment discussions and negotiations with Froedtert Health and Children’s Hospital of Wisconsin (CHW). Oversaw managed care function. Developed and implemented value-based reimbursement strategies. Co-led management of adult and pediatric clinically integrated networks. Spearheaded efforts to develop MCW’s value proposition.• Executed Letter of Intent and expect to execute agreements that will result in CHW controlling the pediatric specialty practice. MCW will receive increased funding ($5M to $10M annually) from CHW to enhance academics.• Co-led the adult CIN, including identification, analysis, evaluation, and negotiation of value-based programs with government and commercial payers. Contracts included UnitedHealthcare, Humana, Anthem, Network Health and CMS (OCM, BPCI-A, and ACO). These programs yielded $30M incremental revenue from 2017 – 2019.• Successfully renegotiated MCW’s three major payer contracts over two renewal cycles, maintaining premium pricing and custom non-financial terms and conditions reflective of market share, academic standing, and quality.

Built and managed a team of 50 responsible for pursuing two primary objectives: 1) Negotiating, implementing, and managing payer risk relationships and 2) Developing, marketing, implementing, and managing direct-to-employer sales.• Expanded network from 36 hospitals and 4,500 providers to 52 hospitals and 8,400 providers, with IHN impacting over 3.1 million lives and managing over 200,000 commercial, Medicare Advantage, and exchange lives in 2016.• Grew payer shared savings revenue from $75,000 in 2014 to over $22 million in FY 2016.

Built and managed a team of 20 responsible for payer credentialing, contracting, analytics and reporting, contract implementation, fee schedule management, and relationship management.• Developed and implemented a payer strategy that generated $16.3 million in incremental revenue over three years.• Mitigated financial risk by migrating contracts to fixed rates, reducing the percentage of commercial revenue tied to prevailing Medicare methodology from 22% to 6%.• Cultivated relationship with Humana resulting in the first national radiation therapy bundled payment agreement, representing over $15 million in annual net revenue and serving as the template for CMS’ new payment model.

Managed a team of 14 responsible for developing and managing all PPO network relationships. These 85 contracts represented $23 million in annual access fees and channeled $1.3 billion in annual provider spend for 700,000 members.• Developed and executed a network development plan for a new product that offered providers full payment (including patient responsibility). This initiative reduced medical unit cost between 15% and 20% in seven markets.• Reduced network access fee unit expense by over $4 million per year (20% decrease).

Managed a team of 16 responsible for all hospital, physician, and ancillary contracting, service, and relationship management for all products. Accountable for $2.5B in annual spend with 90 hospitals and 12,000 physicians.• Developed and executed strategic plans that resulted in: 1) Commercial unit cost trend of 4%, 2) Hospital and physician network growth from 61 to 90 and 7,800 to 11,100 respectively, 3) Standard physician fee schedule adoption from 33% to 95% and contract templates from 53% to 98%, leading to improved claims payment accuracy.• Led a company-wide hospital-based provider contracting initiative to reduce spend with non-participating physicians that resulted in over $50 million savings in 2007.• One of 30 UnitedHealthcare employees selected for the corporate Executive Development Program, which included leadership and skills training and completion of a team project that resulted in a new general agent strategy.

Managed a team of three hospital contractors.