Effectively implementing the population health model while evolving TriHealth into a clinically and operationally integrated health system, nationally recognized for excellence in clinical quality, efficiency, and value.

Transformed Rochester General Health System (founding system for RRHS) from a two hospital, $600 million, Rochester-focused and hospital-centric system into a $1.9 billion, five hospital regional integrated delivery system.

Lead the tertiary hub of the six-hospital Caritas System (which trains more than 200 medical students, residents, and fellows) while conducting basic and clinical research. Oversaw a successful financial turnaround, achieving a $14 million swing in performance, from an $11 million loss in 2004 to a $3 million operating gain in 2005.

Led a highly successful financial and strategic turnaround, reversing nearly a decade of market share decline and financial losses, in one of the nation's most competitive and challenging health care markets. Improved profitability from a minus three percent operating margin in 2000 to a plus four percent margin in 2003, making MWMC one of the most profitable hospitals in Massachusetts.

Repositioned Holy Cross Hospital from a financially-troubled hospital to a nationally recognized, growing community based health system. Recognized in Hospitals magazine as the Great Comeback Hospital of the Year in 1994 and in 1996 by Fortune magazine as the winner of the International Enterprise Award for Best Business Practices in Customer Service.

Responsible for all hospital operations, human resources, marketing, four hospital-owned physician-based ambulatory care centers and a home health agency.

Administratively responsible for all line operations with the exception of nursing. Directly supervised two Vice Presidents, seven professional department managers and seven medical directors.

Oversaw line management and development of the respiratory therapy department, pharmacy, dietary department, emergency department, housekeeping, purchasing and materials management.

Contributed to all management, medical staff and board of directors meetings. Oversaw assigned projects, including planning for a shared laundry facility