Oversee and analyze specialty care practices within the family of HealthPartners ClinicsPerformed financial analysis of existing practice, new MD hires, new clinics and new programsManaged and coordinated 3 year forecasting processPartnered with directors, Vice Presidents and Regions Hospital finance staff to provide service line financial results and strategize options for service line improvement

This is a small non-profit that helps educate girls from poor backgrounds

Analyze financial strategies and opportunities for a 425 bed hospital with specific analytical responsibilities for Neurosurgery, Orthopedics, Digestive Care, Surgery and Nursing.Performed financial analysis for capital expenditures, determine Net Present Value of proposed projectsDeveloped and maintained eight year capital planManaged budget for $200 million expansion projectAccomplished change process of supply charge master pricing using LEAN tools Analyzed service line profitability through modeling and the use of Decision Support SystemAssisted with pricing strategiesDeveloped tools to enhance profitability through efficient staffing

Manage staff of 50 individuals to process 1 million plus invoices per year for 3 Mayo sites Established and maintained budget of approximately $3 million. Reduced cost per unit of service from 2003 to 2004 by 9%Exceeded industry benchmarks for cost and efficiency metrics Led a team to transition Accounts Payable into Shared Services organizationLed staff through major Lawson system upgrade including standardization of many business practices across sitesResponsible for sustained performance levels by maintaining formal metrics, service level agreements, and charge backs

Prepared yearly Medicare Cost reportPrepared financial analysis of reimbursement impacts of new programs

Maintained Fixed asset sub-ledgerCreated quarterly reporting

Prepared journal entriesPrepared monthly, quarterly, yearly financial reports

Analyzed, interpreted and presented financial performance of Mayo Clinic Rochester to the Rochester Board of Governors and Rochester Finance Committee on an ongoing basis. Used graphics and written commentary to provide an understanding of financial performance.Developed a $1 billion macro planning model for Mayo Clinic that involved understanding the appropriate metrics and ratios that best forecast the next five years of financial performance. Coordinated allocations for multiple sites. Performed financial analysis and cost accounting for Mayo Medical Laboratories including utilizing workload recording for analysis of fixed and variable costs.Made recommendations for business plans, new projects and initiatives based on financial analysis including ROI, NPV and IRRImplemented an automated effort recording process for all physicians at Mayo Clinic, reducing FTEs and the time required for allocating physician salaries and benefits.Presented Cost Accounting information sessions

Supervised a staff of seven in the Accounts Receivable department.Prepared yearly budget.