Reporting to the Chief Executive Officer, responsible for oversight of the operation of Information Technology, Compliance, and Real Estate functions at the agency.

Reporting to the Chief Executive Officer , supporting the organization's people and programs that get young children off to a good start, launch youth into adulthood, stabilize and strengthen families and unlock potential for children and adults with special needs. SCO has provided vital human services throughout New York City and Long Island for 125 years.

Responsible for overall operation of a post-acute care organization with $31 million of revenues and 325 full time equivalent employees. Services include a 200-bed skilled nursing facility, a 75 unit assisted living facility, a Medicare certified home health and hospice agency, an adult day health program, 109 units of HUD 202 housing, located on a 23 acre campus.

A consulting firm providing strategic planning and management support to healthcare organizations.Provided data analysis and document review for several hospital related regulatory issues.

Interfaith is a 280-bed teaching hospital with $200 million in revenue.5 month assignment. Identified nearly $1 million in quick-hit savings opportunities – in just months of leadership. Hired by management company (Kurron Shares) to oversee day-to-day operations of hospital, quickly identified numerous opportunities for performance improvement and operational savings. *** Renegotiated multi-million contracts, gaining reductions of 5 to 7% (annual savings of $500,000) and identified additional $400,000 in annual savings opportunity (outsourcing of services and staff reductions). *** Spearheaded development of implementation plan for a Rapid Evaluation Unit model expected to significantly reduce emergency room length of stay.

Meadowlands is a 165-bed non-profit community hospital – a division of Liberty Health – with $72 million in revenue. Taking over #1 position in hospital, brought performance to new heights. Built profitability and reputation while achieving HCAHPS scores that were among the best in New Jersey. Promoted to top position in recognition of exceptional results as SVP of Operations (see previous position), directed 470 full-time employees in maintaining standards while reporting to system CEO and Board of Trustees. *** Championed broad-based initiatives that drove dramatic improvement in quality and safety, patient satisfaction, and physician satisfaction. Championed clinical practices that substantially reduced incidences of bloodstream infections and pneumonia in ICU patients. Upgraded staff performance, negotiating commitments with contracted groups to upgrade credentials and increase hospital coverage – at no additional cost to hospital. *** Building on successes in program differentiation achieved as SVP of Operations, led implementation of new programs that produced annual contribution margin of $1 million. *** Testament to character and commitment to excellence, acknowledged problems in credentialing office (leading to partial loss of accreditation) and took steps to resolve them (overhauling credentialing policies/procedures and re-credentialed 350+ hospital physicians). As a result, regained full accreditation in 2 years, achieving rare “perfect” survey.

Meadowlands is a 165-bed non-profit community hospital – a division of Liberty Health – with $72 million in revenue. Returned struggling hospital - with millions in annual losses - to profitability, driving turnaround with new programs and new emphasis on staff/patient satisfaction. Promoted from Jersey City Medical Center to take over #2 position at floundering hospital, led initiatives to upgrade hospital practices, improve performance ratings, and reverse 3 years of financial losses. *** Working closely with CEO, reversed hospital’s financial position from $3 million loss to $46,000 operating profit in 3 years. *** Implemented differentiation strategy to enhance competitiveness in saturated market. Among successes, brought on a 30-bed acute inpatient rehabilitation center of the caliber to compete with Kessler that produced annual contribution margin of $2.7 million and a 19-bed acute pulmonary unit that netted $2.2 million annually. *** Another big program success, directed implementation of state-of-the-art self-contained cardiac catheterization lab – built with input from doctors and nursing staff – that exceeded state quality and volume standards in each of its first 11 years of operation.

A 350-bed teaching hospital with $250 million in revenue.Vice President, Clinical Services Vice President, Support Services Assistant Executive Director and Director of Quality Assurance Played key role in reversing performance of struggling hospital, laying groundwork that not only brought it out of bankruptcy, but positioned it for long-term survival. Hired as part of team charged with turning around performance of hospital mired in bankruptcy, helped bring about dramatic across-the-board improvements. *** Introduced programs and systems that drove dramatic improvements: Increased outpatient revenue by 20%. Cut departmental operating costs by 20%. *** Implemented Joint Commission quality standards, achieving hospital’s first full accreditation in 20 years.