Working in the Healthcare and Life Sciences Service Line committed to helping customers and partners unlock business value through industry specific solutions to accelerate the adoption of technologies to address their most urgent needs. Driving teamwork that leads large engagements that design & build innovative digital transformation solutions that drive measurable business impacts.

Reporting to the Regional COO of a for-profit publicly traded company overseeing two separate clinic delivery organizations with multi clinical sites. One WA Optum consists of The Polyclinic 300+ providers, The Everett Clinic +500 providers, and Optum Care Network Pacific Northwest (Health Plan). Responsible for the management and financial success of all surgical provider practices. Charged with creation and alignment of the two clinic corporations to define and leverage best practices and standardization of care delivery.

Reporting to the COO of a for-profit 8 clinic multi-specialty +200 provider group in metro and suburban Seattle. Responsible for the management and financial success of specialty physician practices and associated ASCs. Charged with creation of new service lines and the overall improvement of existing service lines while fueling patient, physician and staff satisfaction.•Lead direct reports (consisting of Directors and Managers) to exemplify TPC’s vision and mission of financial growth, stewardship and patient centric philosophy.•Responsible for conceptualization, negotiation and creation of joint venture LLC ASC with hospital partner. Appointed Operating Council Voting Member of new LLC (1 of 11). o Responsible for both the management and billing agreements between new LLC and TPC.•Member of leadership team and permanent reporting structure to the Practice Management, Facility Development, ASC, Patient Safety, CPI and Strategic Planning Committees.•Tasked to lead practices in a consolidated move of 20+ specialties into new facility in 2012. •TPC Continuous Process Improvement (CPI) formal staff instructor and management mentor. •Responsible for research, negotiation and installation of Crimson Practice Management software. •Developed and implemented a Practice Management mentor program by which practice managers and supervisors are paired up with either internal or external sources for career growth.•Responsible for rollout and training of all Practice Management leaders on Profit and Loss statements; including physicians, fellow executives, practice managers and supervisors.

Reported to the COO of a 10 clinic multi-specialty provider group in metro and suburban Seattle. Responsible for the management and financial success of various physician practices. Developed new service lines while optimizing operations and improving patient, physician and staff satisfaction.

Reporting to the hospital Vice President of Ambulatory Operations and the CFO of the Physician Practice Management Group of a 451 bed academic medical center. Responsible for the management and financial success of various physician practices and hospital clinics in the department of Medicine. Restructured staff, streamlined billing processes and collections while optimizing operations and improving patient, physician and staff satisfaction. Active in physician recruitment, business and practice development of various hospital service lines.

Reporting to the CEO of a two-hospital system, comprised of a 226 bed (Yakima) and a 66 bed (Toppenish) Hospital in Central Washington, acquired by HMA on 8/15/03. Responsible for the departments of Anesthesia, Nutritional Services, Environmental Services, Respiratory Care, and Volunteers. Also responsible for contracted services and physician recruitment. Accomplishments include but are not limited to stabilizing Anesthesia through recruitment of MDs, development of new lines of service in various departments, and lowering of hospital FTE per AOB.

Reported to the CEO of a 153 bed hospital located on the Mississippi Gulf Coast. Led the departments of Cardiopulmonary, Environmental Services, Laboratory, Physical Therapy, Nutritional Services, Radiology, Cath Lab and Plant Operations. Also responsible for management of the associated Medical Office Building operations and general contracts. Effectively managed the conversion of hospital ordering system from paper to electronic format, improved patient satisfaction scores by 9% in housekeeping and expanded profitable modalities of service for physical therapy.

Reported to the CEO of an 805 bed, community hospital located in NYC. Involved in executive-level decision analysis in varied departments while assisting in the strategic plan implementation. Responsible for formulating a new executive incentive plan, directly involved in writing a Bond presentation for market release, evaluated automation of the Operating Room billing cycle, analyzed payer collection trends for the diabetic clinic, created statistical comparison of hospital to direct competitors and helped oversee the consolidation of several outreach clinics.