Responsible for health systems financials, audit, business development and administrative management activities.Direct reports include Accounting, Payroll, Patient Financial Services, Registration, Accounts Payable, Purchasing, HIM, MIS, Pharmacy, Laboratory, Pathology, Respiratory, Radiology and Case Management. Work with the Board and Executive team to identify business opportunities that complement Larkins strategic objectives. Once strategic and synergistic opportunities\acquisitions are identified provide leadership in implementing strategic and operational objectives. Larkin Health System consists of:-Larkin Community Hospital, Inc. (146 Beds)-Larkin Hospital, Palm Springs Campus (247 Beds)-Larkin Hospital Behavioral Health Services (50 Beds)-Hollywood Hills Rehabilitation Center, LLC (152 Beds)-Floridian Gardens, AFL (182 beds)-Larkin Home Health Services, LLC (Dade County) -Prestige Home Health Services (Broward County)-Larkin School of Nursing-Larkin University (School of Pharmacy, Bio-medicine and Other)-Physicians Practices & Graduate Education -The Center for Advanced Orthopedics, -Miami Neuroscience Center, -Multi-Specialty Health Center, -Florida Academic Dermatology Center, -Center for Oncology -Comprehensive Medicare Access (CMA) and others.

Responsible for the financial leadership of Hollywood Hills Rehabilitation Center (HHRC), a 152-bed Rehab and SNF; and Hollywood Pavilion (HP), 50-bed Behavioral Health Hospital. The operations of the entities were centralized under HighRidge Management (HRM), activities include, organizational consolidation, corporate audit and the optimization of organizational resources. Key responsibilities included control and management of organizational assets with responsibility for operations, business development, and financial reporting. Key accomplishments included leading the organization through bankruptcy, working with attorneys to facilitate the sale of HRM, HHRC, and HP. HHRC & HP were acquired by Larkin Health in July and April of 2015 respectively.

247 bed Acute Care Hospital. Operating Budget: $65 million. Direct reports include Accounting, Payroll, Patient Financial Services, Registration, Accounts Payable, Purchasing, HIM, MIS, Pharmacy, Laboratory, Pathology, Respiratory, Radiology, Dietary and Case Management. Work daily with Medical staff, CEO and CNO (Executive team and other Directors, Medical Executive Committee, patient quality, Emergency Dept. committees, etc.).

900 Bed Long-Term Acute Care National Health System. Responsible for all financial operations reporting to Corporate CFO & CEO. Responsible for Corporate Office (13 Hospitals) HIM, PFS, Reimbursement & monthly Corporate Facility review.

Two hospitals 1,757-bed integrated health system, Budget of $1.4 billion dollars. Financial management & strategic planning, situational analysis, building consensus and teamwork between departmental Directors, executive management, Board of Directors, physicians and other hospital staff. Responsible for corporate financial operations, including Single Audit, Facilities & Medicare Audits, revenue cycle, and A/R determination by payer, DNFB, In-house, audit, cash management, budget and reimbursement, account analysis, and physician billing.• Interim CFO: Integrated Jackson South Hospital (199 beds) formally an HCA facility into the (JHS), (Direct reports: Controller, PFS, Registration mgr, HIM, Budget Mgr)• JHS: Identified $12 million in Medicare DSH reimbursement & $4 million in billing errors.• Directed system-wide operating & capital budget of $1.4B as related to all strategic business units. Led the development of the system-wide strategic budget process. Recommended short/long-term capital expenditures.

202 Bed hospital. Operating Budget of approximately $75 million. Reported to CFO & CEO. Led the strategic contact management functions and coordinated with the Corporate Office, facility Budget & Reimbursement and registration. Identified over $4 million in wage index funding for the hospital.