Oversee and provide strategic and operational direction for Mercy's $500 Million Ambulatory (Retail), Specialty, and Home Infusion pharmacy functions to meet clinical, quality, financial, regulatory, and operational goals. Collaborate and coordinate the activities of Ambulatory and Specialty directors and Managers across the Ministry to develop, maintain, and monitor compliance and consistency with established operating procedures and practices. Collaborates with Mercy's strategic planning / growth functions to broaden geographic presence and identify growth opportunities for ambulatory pharmacy services.

Leadership and oversight for all of Mercy Pharmacy’s Specialty Pharmacy services, providing direct oversight/leadership for our Specialty locations at Pratt, Colletta, Riverport and Springfield and Home Infusion locations at Riverport and Springfield. Formalize Specialty Pharmacy strategy including establishing standard work/processes, growth of services, payer relations, limited distribution drug access and accreditation.

Implemented Mercy Pharmacy Call Center and lead LDI PBM transition to MedImpact PBM. Working to develop and implement a Mercy Specialty and Infusion Pharmacy Strategic Plan.

Earned $2 Million Sales Award growing average monthly revenue from $100K to $2.3 Million and 90-day average adjusted Rx count from 80 to 230.

Within first 90 days, developed and implemented a $6.2 Million refocusing initiative returning the Health Center to $1.2 Million profitability. Negotiated and implemented RehabCare joint venture to turnaround stagnant Comprehensive Rehabilitation Unit producing first year $1,731,957 profit.

Built and operated a new $9 Million 60,000 square foot freestanding Medical Plaza (same-day surgery/ambulatory care center and medical office building) achieving dramatic 30 % growth in surgery and 82% outpatient visits.

Planned, recruited, and developed 150-member medical staff, exceeding budgeted new hospital census ramp-up by 3.2% and operating margin by 20%, $696,000.

Increased Medical Center occupancy from 65% to 80% by consolidating medical/ surgical units, reducing cost and increasing staff effectiveness.

Turned an operating deficit into a $5.8 Million (4.4%) surplus by leading a successful re-engineering initiative, eliminating 80 full-time positions, and upgraded hospital revenue bonds from a BBB+ to A-.

Improved operating margin by 48% by expanding market penetration through successful negotiations of new HMO/PPO contracts and inclusion in major HMO restrictive urgent care network.

Coordinated development and implementation of a multi-institutional open-heart surgery agreement.

Directed and expanded clinical acute pharmacy program.