Led cost reduction initiatives for this $140 billion revenue health insurance company. Responsible for administrative cost reductions with promises to investors to generate at least $750 million in savings.Following the acquisition of Magellan by Centene, tapped by the Centene COO to Led Value Creation team with focus on creating operational improvements. With a combination of technology initiatives and process improvements, outperformed savings goal on administrative savings by more than $400 million. These cost reductions were achieved across the enterprise including: call center, claims, clinical operations, quality, real estate and procurement.While serving in this role, built out high quality team to execute on the operational initiatives. This team included a project management team that was deployed on projects across the enterprise. Managed initiatives across the enterprise with more than 1,000 employees and consultants engaged in the savings initiatives.

Responsible for oversite of 800 employee shared service operation of this $6 billion health insurance company.While in this role at Magellan, ran all of centralized services including call centers, claims and print operations. Enhanced the operational performance across these internal operations to improve profitability while enhancing member experience. Additionally created and led the Transformation team for the enterprise. The transformation team drove numerous initiatives across the enterprise to drive growth in the business while also enhancing operational performance. Overall achieved goal to improve operating profit by $75 million.

Served as Chief Financial Officer of this $500 million hospital group which included 17 hospitals and a home health operation. Directed a wide range of financial and operational functions including accounting, revenue cycle, operational finance, treasury, M&A and planning. Addressed capital structure challenges driving operational improvement initiates. • Directed operational restructuring and successful bankruptcy process, facilitating the sale of assets and business units.• Led cross-functional teams in operational turnaround strategies, significantly reducing costs and improving service delivery.• Executed successful sale of operations under challenging distressed environment.

Developed this third-party financing company with $75 million of deployed capital. Designed to unlock growth of technology as a service business at NWN. Created business organization and raised capital to meet funding needs of NWN. Led business through first year of operations.

Lead operating partner of this $200 million PE group. Focus on acquisition of portfolio companies with $10 million of EBITDA and responsible for achieving growth of at least 2x.Partnered with company management to establish operational benchmarks and performance metrics, enhancing portfolio companies' efficiency and competitive edge. Performed due diligence to identify operational improvements aligned to investment goals. On-boarded new acquisitions to transform reporting and initiate investment strategy implementation. • Gautier Steel – Advisor to Board – Guided management through facility expansion and related movement into specialty metals sector.• Central Conveyor Company – Board Member – Advised management on opportunities to grow business through customer expansion and moving into adjacent product markets.• United Medical Systems – Board Member – Drove business growth through acquisition strategy. 5 acquisitions completed in 18 months. Optimized logistics to gain efficiency.• NWN – Executive Chairman of Board – Expanded business through cloud services offering. Establish financing company to provide growth capital. Drove operational excellence by improving customer delivery.• NCapital – President – Operated financing affiliate of NWN. Established entity to be financing organization captive for NWN cloud business.Work above resulted in three successful exits with companies achieving growth goals of doubling EBITDA while also realizing substantial multiple expansion on sale of businesses.

Partner in key leadership role of this $100 million division of EY.Joined the EY restructuring team as part of initiative to reintroduce services back to US practice. Responsibilities included the development and oversite of the Southwest region, including full development of new team in the region. Also played critical role in risk management for the practice including leading internal efforts for approval of new services for business unit. Responsibilities included oversite of new contracting and risk analysis.

Restructuring Partner focused on serving middle market companies with up to $2 billion in revenue and up to $5 billion in debt.  Responsible for build out of new financial advisory services practice for Alix Partners in the Southwest region. Responsibilities included recruitment and retention of new team of professionals while also leading marketing efforts for these services in this region.

Restructuring Partner focused on serving middle market companies with up to $500 million in revenue and up to $4 billion in debt.After working two years in auditing, transitioned across to the restructuring team. In this role, worked across numerous industries consulting with middle market companies to drive operational improvements while addressing challenges of capital structure. Additionally, served as a leader in the practice with oversite of risk management for the restructuring practice. Also served two year role at corporate headquarters focused on growth initiatives for the financial advisory services team. This role included integration leadership across the FAS practice with the merger of PW and Coopers.