One of twelve elected Governors on the Board of ACHE. Oversees the professional organization for healthcare executives by setting the strategic direction, hiring and evaluating CEO performance, and monitoring financial results.

Led operation of a 275 licensed bed acute care hospital with 1,500 employees. Hospital has net operating revenue of $195M. Member of the system-wide Executive Leadership Team of Allina Health that sets the strategic direction of the health system.• Developed five year strategic plan with multi-disciplinary group that included physicians, community members, patients, and others using scenario planning.• Improved overall patient satisfaction from 5th percentile nationally in 2011 to 60th percentile in 2013.• Designed and opened an Acute Care of the Elderly (ACE) unit.• Incorporated concepts of Positive Deviance to significantly improve pain management scores from the 20th percentile to the 70th percentile in the country.

Responsible for the operation of a 62 bed acute care hospital and 27 physician-integrated clinic services, including in and outpatient psychiatric care and in and outpatient substance abuse. Medical Center is owned by Allina Hospitals and Clinics. Facility employed 350 FTEs and had net revenue of $68M. In 2006 assumed administrative oversight of Owatonna Hospital. Owatonna Hospital had net operating revenue of $41M and 260 FTE’s with an attached 80 physician Mayo Clinic. • Launched a 10 year research study to eliminate heart attacks in community (Heart of New Ulm project). This project attracted national attention and engaged key stakeholders (community, business owners, elected officials, public health, and city officials) to drive program success. • Led a major revision of professional services agreement with Physicians Group.• Developed a succession plan for hospital President in conjunction with local board and system office. This plan, implemented over a five year period, resulted in an internal candidate being promoted to President which maintained momentum of the hospital.• Completed two significant building renovation and expansion projects:o $9.2M hospital/clinic project. Raised $1.25M in community capital campaign.o $3.5M Surgery project. Raised $750.000 in community capital campaign.• Led a comprehensive initiative that replicated the work at Baptist Hospital, Pensacola, FL to improve patient satisfaction (improved 11%) and employee engagement (57% to 88%). • Implemented open access for clinic scheduling, improving patient satisfaction.• Went live on a fully integrated medical record (Epic) in 2005. • Began provision of Drug Court services in three counties and in-home psychiatric services.• Went from a 6.1% operating margin in 2002 to an 11.25% operating margin in 2007.

Duties include preparing proposals, general marketing of consulting services, developing and maintaining client relationships, and successfully delivering consulting services. Projects focus on Medicare prospective payment system for nursing facilities, interim CEO services, Corporate Compliance programs, staffing analysis in hospitals, clinics, and skilled nursing facility, rural health clinic certification, critical access hospital certification, strategic planning, strategic marketing analysis, and cost report/chargemaster reviews. Developed, coordinated and executed the $1.3M turnaround plan as interim CEO of a rural facility in Minnesota. Bridges Medical Services consists of a hospital, nursing home and clinic in Ada, MN. Turnaround strategies included: addressing the potential loss of participation in the Medicare program due to survey deficiencies, becoming licensed as a critical access hospital, physician recruitment, personnel development, nursing home marketing, and staffing/expense reduction.Conducted operational/ staffing analysis in hospitals and/or nursing homes in Nebraska, South Dakota, North Dakota, and Minnesota. Recommendations in each situation resulted in expense reductions from 3% to 15%.