Senior leader responsible for global medicine, destination care, patient facilitated services, virtual second opinion, Executive Health, and membership/concierge programs that represents over 7,500 patients, $45M in global patient revenue, $20M in additional program revenues, and $30-35M/year in philanthropy. Responsibilities cover strategy, business development, program and clinical operations as well as the full revenue cycle for global patient revenue.

Adviser to academic medical centers and providers in the US and globally on strategy, business development, and transformational initiatives at Manatt Health, a division of Manatt, Phelps & Phillips, LLP. Led an enterprise five year clinical strategic planning process at a major academic health system in the Midwest, supported the AAMC on an academic health system funds flow collaborative, led a global strategy development engagement with a top tier cancer center, and developed an ambulatory business plan and financial model for a major public health system.

Oversaw $180,000,000 in revenue global portfolio, focusing on global patients coming to organization, institutional collaborations, and global education and training with over 85 people in New York and five in target markets abroad. Directed executive health and integrative health at Weill Cornell Medical Center, as well as organization’s strategic alliance and employer health strategy and programs.Global Patient Services• Managed global patient services at both Columbia and Weill Cornell campuses, including staff of 65 and five medical directors, with responsibility for all direct operational support for management and coordination of international patient care, financial operations and P&L management, and relationships with international government entities and third-party payers.• Grew revenues nearly 3.5 times over past five years to $180,000,000, representing over 6,500 unique individuals and over 1,200 admissions focused on five target markets through in country presence, events, symposia, and direct marketing• Opened organization’s first global office in Riyadh, Saudi Arabia.Institutional Collaborations• Developed strategy and team of eight to support institutional collaborations in target markets providing advisory services and facilitating access to resources from organization with healthcare institutions.Executive Health and Integrative Health• Designed and implemented approved plan for an executive health program at Weill Cornell Medical Center.• Developed comprehensive integrative health plan with Weill Cornell Medicine, part of a major donation and CEO-led effort to integrate complementary healthcare offerings into acute-care setting with formal outpatient consultative center in new ambulatory building.Strategic Alliances and Employer Health• Led development and implementation of strategic alliance strategy to support domestic growth in patient referrals regionally and nationally. Hired and supervised Vice President to support effort.

Directed global patient services operations, including 25-person team serving global patient coordination and financial operations on behalf of hospital and both medical school faculty practice organizations.• Restructured leadership team for cross-campus alignment and grew team to nearly 50. • Led development and implementation of new Web-based patient coordination and financial tracking system in collaboration with IT.• Established five target markets, grew team supporting patient cultivation efforts, and significantly expanded in-country activity.

Led strategy, analysis, and execution related to international business development. Focused on supporting Board of Trustees’ subcommittee on international strategy as company defined international strategy and five-year plan. Directed primary focus at Middle East, Japan, Dominican Republic, and Bermuda.• Served as lead for a major consulting engagement to define the market for global patients and develop the organization’s strategy.• Presented the proposed international strategy to the organization’s board committee on international strategy.• Developed implementation plans and built initial team to execute strategy.

Client engagement lead responsible for managing academic medical center and health system strategy and operations management consulting engagements at multiple clients in the U.S., and led firm’s first international engagements.• Coordinated with Harvard Medical International (HMI) to lead development of $1,000,000,000 business plan to create 400-bed academic medical center in Middle Eastern country and led operations development and project management support team.• Worked with HMI to direct implementation of broad strategic plan to develop integrated public-private partnership model for greenfield health city development in eastern Australia.• Administered feasibility study with HMI to develop international hospital in new economic free zone in Busan, South Korea.• Managed community benefit assessment and strategy development process for $7,000,000,000 academic medical center with employed physicians and health plan to benchmark performance and redefine benefit. Wrote firm white paper on outcomes of assessment. • Developed a neuroscience institute plan with an academic hospital and medical school in the Midwest to make significant investment in clinical and research program development as well as a new building focused on neuroscience.• Led study to assess how U.S. academic medical centers engaged in off-shore activities, including strategies, governance models, and operating models, which was published in Academic Medicine.

Hired by senior partners, who had founded The Chartis Group after leaving CSC (prior employer outlined below) to lead academic medical center and health system strategy and operations management consulting engagements.• Created academic medical center funds flow strategies. Served as engagement lead with major academic medical center in West. Redesigned funds flows between hospital, school of medicine, and practice plans to achieve greater alignment of medical center strategies, with methods for providing support to all missions.• Spearheaded extensive analysis of operating implications of two-hospital merger in East Coast community, including modeling clinical and support service integration scenarios.• Served as engagement manager for cancer program development engagement with large, tertiary-care community hospital in suburban market in Chicago, leading to business case and partnership model with major local academic medical center.• Operated as director of knowledge management responsible for capture, organization, and dissemination of firm knowledge and IP.

Responsible for managing healthcare strategic and operational management consulting engagements at academic medical centers and health systems. Also responsible for business development within existing and new clients. Promoted to role after being a Senior Consultant for four years.• Developed capacity planning strategies for large health systems. Served as project manager for capacity planning strategy for $1,200,000,000 hospital system to consider strategic options for managing growth driven by major clinical faculty recruitment initiative, resulting in $220,000,000 plan to build 75-bed neurosciences hospital at main campus, as well as new 150-bed community hospital.• Managed three strategic planning engagements with top-tier academic medical center in Northeast, including developing $300,000,000 neuroscience initiative business plan, designing plan to improve education through cross-school initiatives and new education facility, and creating operating plan for basic sciences to address investment needs and economic challenges.• Co-led MBA and undergraduate recruiting for Eastern Region, including more than five campus programs at top-tier schools.• Served as lead for annual new-hire training across national offices.

Managed teams of associate and staff consultants to organize and deliver on required process and analytic work for consulting engagements.

Managed analysis and deliverables for consulting engagements. Worked mostly with West Coast academic medical centers and hospitals.

Entry level analyst consulting role working on strategic and operational consulting engagements with healthcare providers.

Developed cancer prognostic staging models. Supported associate professor and director on NIH-funded retrospective head and neck cancer project to develop prognostic staging models. Managed relational databases and performed statistical analyses, including t-tests, correlation, one-way ANOVA, multiple linear regression, and survival analysis, utilizing SAS. Published articles in two peer-reviewed journals, presented at global NIH conference, and co-wrote three federally-funded grants.