Major Medical Center in SE Denver

Parker Adventist Hospital achieved CMS 5 Star designation in 2020 and 2021 and is a major medical center in SE Denver.

Achieved CMS 5 Star rating and 100 Top Hospital status all in 2017

• Achieve awards such as the 2017 Truven 100 Top Hospitals, CMS 4 and 5 Star Ratings, Healthgrades Outstanding Patient Experience and Clinical Excellence Awards, Magnet Recognition, Top Performer VBP Scores, the US News Top Hospital, and Consumer Reports Top 10 Safest in Illinois. • Pursued and delivered a 2017 Capital Bake-Off presentation, netting $45M in funding.• Built a collaborative environment over two campuses with employee engagement in the 82nd percentile in 2014; productivity levels at the 15th-20th percentile with top quality outcomes. • Led the evaluation of potential oncology partnership with MD Anderson Cancer Center.• Executed the planned expansion of a $10M emergency department project as well as the launch of a $48M new cancer institute and outpatient center. • Developed strategic business development function and delivered a strategic growth plan for outpatient and urgent care expansion funded at $40M by AHS.

Established a very successful Physician Leadership Council to formulate strategies and partner with medical staff, held out as example for other hospitals. Organized outpatient and urgent care strategies to ensure patient satisfaction with services rendered. Instituted performance improvement culture to leading to significant gains in quality, service and reducing clinical variation. Pioneered negotiations in the growth of CV surgery and oncology programs. • Oversaw the integration of two hospitals, with a total revenue of $430M, maximizing growth and collaborating with other CEO to lower operating costs. • Spearheaded effort resulting in $32M in savings over three years; reduced costs by 7% within one year. • Led the design, planning and completion of a $48M Cancer Center with a drive to develop a top Oncology Service Line; obtained State approval through the Certificate of Need process. • Maximized patient satisfaction, progressively advancing from the 20th percentile to the 80th percentile.

• Pursed an organizational assessment by a national consulting firm including all aspectsof operations benchmarking to top quartile of hospitals.• Aggressively pursued a cost improvement effort of $4M-$6M in supply chain.• Recruited a very talented Executive Director of Oncology services to lead the combinedservice line for two hospitals.

Appointed as an interim CEO from September 2006 to December 2006. Acknowledged for outstanding leadership from the Medical Executive Committee. Directly collaborated with the CEO on the completion of strategic initiatives for rehabilitation, radiology, respiratory therapy, laboratory, marketing and public relations, process improvement, strategic planning, nutrition services, exemplary service, facilities management, as well as safety and security. Enhanced physician satisfaction scores from the 45th to the 74th percentile. Formulated a 90-day plan for department directors to deliver strategic focus on leadership and improved level of service through the development of innovative plans. • Elected to serve as a member of the Board Quality Committee and served as a member of the Clinical Effectiveness Committee which led to a score of above 90%. • Spearheaded the enhancement of associate satisfaction, increased from the 30th to the 74th percentile within the last year. • Significantly bolstered accomplishments in service excellence working in partnership with Studer Group representatives to increase scores from the 68th percentile to the high of 89th percentile in last year towards goal of the 90th percentile. • Directed the final phases of a $36M construction project which resulted in the construction of two new patient care floors.

Chaired the senior leadership meetings and added CFO responsibilities for a $130M annual revenueorganization. Recognized by the Board Finance Committee Chair for outstanding accomplishments as aCFO and innovative financial leadership. Participated with physicians on strategic plans to solve clinicissues, the development of ambulatory surgery center, and avoided physician-owned competing CT andimaging centers. Acted as a Corporate Compliance Officer creating compliance plans and activities for thecompany. Led senior management oversight for a $30M construction project.• Fostered a strong business climate and partnered with the CEO to promote a serviceexcellence culture, strategic planning focus, appraisal of physician joint ventures,investment in another hospital, capital assessments, and investment management.• Streamlined overall budget development, financial analysis, and oversight for an organizationwith seven corporations which resulted in improved profitability, supply chain, and cost control.• Established a revenue cycle process to restructure patient experience and amplify cashcollections, leading to improved patient satisfaction with a substantial increase in dayscash, $10M, from 114 to 160 days.