Joined this fast-growing multispecialty INDEPENDENT private physician group as its first formal CEO, providing the vision, strategy, and leadership critical to accelerating growth, expanding into new markets and specialties, and improving EBITDA. Direct the daily operations of a practice comprised of 70 physicians in 14 locations practicing in oncology, pulmonary and sleep medicine, internal medicine, urology, and other specialties.■ Devise strategic initiatives and solutions, including physician board governance, process/workflow improvement, cost management, and technology modernization, to accelerate growth and enhance performance.

Hired to expand a robust, PE-backed practice of 60+ clinicians across 5 states (MN, IL, PA, NY, and NJ) and to drive the development and execution of strategic initiatives that improved operations and expedited growth in competitive markets. ■ Brought in to increase margins to 20%+; reconfigured vendor agreements and leases, improved clinical scheduling templates and staffing models, and negotiated with payers on reimbursement.

Brought on board to shape this private equity-backed company’s future, overhaul its growth strategy, and build a robust portfolio of successful businesses. Drove the financial operations and performance of Dermatology and Skin Cancer Surgery Center, a surgical, medical, aesthetic, and superficial radiation therapy services practice serving patients via 14 locations and 18 providers. Oversaw the capital structure and directed financial reporting, treasury, FP&A, and business unit finance.■ Leveraged expertise to identify new growth opportunities and vet acquisition prospects.■ Maximized performance by determining how best to leverage the capital structure to balance growth objectives against profitability.■ Improved operational efficiencies, including RCM, risk, and compliance to increase profitability. ■ Strengthened performance by championing the use of metrics and scorecards.

Hand-picked by General Atlantic, a $24B AUM global growth equity firm, as part of an initial executive team to start up a $1B+ oncology physician practice management company. Drove buildout of the entire finance and operations framework, including ERP selection and deployment, to establish and manage all critical administrative and back office structures. Directed the daily operations of the company that expanded to 250 physician partners and 2,000 employees by EOY 2019.■ Played instrumental role in developing OneOncology’s thesis and strategy. ■ Partnered in defining and implementing systems and processes; devised a robust functional foundation that achieved seamless operations and revenue capture.■ Advanced practice partner onboarding and transition to OneOncology.

Challenged by a leading middle-market private equity company to head its investment, assess operations, strategize on a go-forward plan, and hire a permanent CFO to represent its interests.■ Architected an ambitious strategic operations plan to serve as the roadmap to realize projected EOY1 growth.■ Contributed to the successful launch of the first freestanding emergency room and urgent care facility on airport property within the US (DFW).

Set the strategic direction, drove accelerated growth/expansion, and oversaw all corporate financial functions for this private equity-backed company. Served as a source of continuity; provided strategic operational planning support and financial accountability, management, and reporting. Devised plans that enhanced and extended the profitability of the business model. ■ Recognized for role in quadrupling EBITDA within 4 years of hire.■ Involved in successfully negotiating joint venture agreements to partner with/manage 14 breast-screening facilities in 2 of the largest hospital systems in the US.■ Refinanced the company’s debt, tripled the credit facility, and locked lower rates to increase its flexibility and available cash. ■ Guided Solis through a successful private equity sale in 2015.

Tenure at US Oncology Network/McKesson Specialty Health spans from 1999-2013.Executed USON’s vision of expanding patient access to high-quality, integrated cancer care; directed operations, finance, and performance of the $399M North Texas Region, the organization’s largest divisional revenue/profit contributor. Engaged in strategic, financial, and operational oversight, as a critical partner to corporate leadership. Driving force behind strategic planning, policy definition, and program development/rollout vital to ensuring strong performance and achievement of business objectives.■ Credited for role in the organization’s annual revenue growth to $399M (up 33%) within 5 years. Recognized for achieving pre-distribution pool margins ranking in the Top 3 across regions company-wide.■ Identified strategic complements to existing markets and overcame challenges of a mature marketplace. Delivered steady organic growth by executing highly calculated strategic moves to expand/enhance the business without incurring substantial risk.■ Diversified income streams by adding 4 subspecialties and instituting emerging diagnostic technologies.■ Innovated “best in the business” A/R function, holding DSO to 28 and A/R >120 to just 6%. ■ Recognized as region’s leader for generating world-class patient satisfaction and referring physician scores of 76% (on the Fred Reicheld Net Promoter Scale, in which a score of >75 is recognized as world-class).■ Slashed overhead costs and optimized purchasing power by leveraging economies of scale to structure and negotiate favorable terms, and by eliminating redundant vendors.

- Regional Finance Director (2003-2007)- Director, Corporate Financial Planning (2001-2003)- Director, Valuations & Investor Relations (1999-2001)Recruited by USON leadership for extensive valuation and investor-relations expertise. Directed business, financial, and operational analysis, and modeling/forecasting for this $2B PPMC. Performed due diligence and oversaw integration/transition of acquired businesses. Liaised with shareholders and key constituencies on investor-relations matters. Delivered strategic financial direction to physician boards and practice-management teams. Oversaw Texas central business office operations SOX and financial reporting, which generated $1B annually. ■ Managed the balance sheet for the $1.4B Southwest Region, which delivered 45% of USON’s net revenues and 49% EBITDA. ■ Transformed a 30-physician, multi-specialty practice: recruited new management, organized/cleaned up the financials, and restored the confidence and trust of the physicians.■ Revamped the physician compensation model; converted previous computation method from one based on billing and segregated across multiple silos to a single silo that factored the entire collection process.Achieved early career success in roles of increasing responsibility, including DIRECTOR OF VALUATIONS, BUSINESS DEVELOPMENT, Physician Reliance Network (1996-1999), EXECUTIVE DIRECTOR, CLINIC ADMINISTRATOR & CEO, Associated Orthopedics & Sports Medicine (1986-1995), CHIEF FINANCIAL OFFICER, Dallas Memorial Hospital (1984-1986), and ASSISTANT CONTROLLER, Presbyterian Village North (1982-1984).