President of Emergency Medicine Services

I created Saband to contribute to the future of clinical leadership and to help Physician Leaders, including Chief Medical Officers, Chiefs of Staff, and others, improve performance and reach their full potential through executive coaching and mentorship services. We provide tailored consulting solutions to help hospitals and single/multi-specialty physician contract groups achieve better relations, operational improvements, and market share. We also advise a wide range of healthcare organizations and individual leaders on a variety of strategic, leadership, business development, and operational issues. 👉 Our core mission is assisting clients to achieve maximum performance through more efficient operations, improved provider relationships, reduced CMO and medical staff burnout and executive turnover, and greater alignment among key stakeholders.

In this leadership transition role, I led Alteon Healthcare during their post-acquisition into USACS. I managed and developed clinical operations, oversaw compensation conversion, contracting, onboarding, and communications with providers, and directed Divisional Presidents and APP leadership to implement and oversee clinical operations. 👉 Reduced costs in all divisions by approximately 15%.✔ Select Achievements include:▸ Collaborating with Chief Clinical Operations Officer to develop and implement the reorganization of USACS from four regions into six divisions ▸ Changing the organizational structure to accommodate more divisions nationally to balance account management and hospital load more efficiently. ▸ Integrating metrics from Alteon and USACS into a single format for operational reviews and developing infrastructure for identifying, gathering, validating, and reporting data more efficiently and accurately. ➤ As Regional Vice President for the West Region, I oversaw eight large hospital service lines, including a level 1 trauma center, large inner-city locations, and smaller community hospitals.

I led the strategic effort to optimize operational and financial performance improvements to drive market expansion which resulted in 14% growth within year 1 and 10% growth each year afterward. I also directed day-to-day corporate operations, including all Medical Services Organization (MSO) departments, comprising 56 employees, 250 APPs, 600 physicians, and nine direct reports. 👉 Drove a 46% increase in share price over five years.✔ Select Achievements include:▸ driving employee turnover rate of less than 5% and leading vendor cost reduction of 18%▸ Creating Octiva Healthcare as a partnership between VEP and Titanium Healthcare. ➤ As Vice President of Clinical Strategy & Business Integration, I led the development and implementation of new clinical service offerings to diversify from the core business of Emergency Medicine, expanding to include observational medicine, critical care, and pediatrics hospitalists.

In this executive role, I directed all aspects of the hospital's medical affairs, pharmacy, quality assurance, infection control, and service line development. Using influencing skills and consensus building, I was able to ensure and maintain a cohesive environment between the medical staff and the leadership team. 👉 Improved OR efficiency and patient satisfaction scores.➤ Led communication between Medical Staff and other physician organizations at this 108-bed acute care facility, with 350 physicians and 725 employees as a part of the Dignity Health System.

I led operations for a 138-bed NorthBay Hospital and the 50-bed Vaca Valley Hospital with 1,650 employees as a part of the NorthBay Healthcare System servicing Solano County. In this capacity, I developed policies and procedures to guide quality assurance, Medical Staff Office, and professional and support services. 👉 achieved a 12% reduction in overall labor costs with an additional 22% reduction in contracted physician costs. I also led utilization and performance management, clinical IT governance, the environment of care, safety management program, patient satisfaction program, and institutional review board.➤ Joining the organization in 2011 as the Chief Medical Officer, I served as liaison to the Medical Staff and Medical Staff Leadership with direct responsibility for the Quality Department, Clinical Informatics Department, and Medical Staff Office.

I directed operations for a 150-bed hospital and 50-bed SNF with 1,400 employees as a part of the Catholic Healthcare West System. In this role, I was responsible for all non-clinical departments, day-to-day operations, productivity, budgets, maintaining physician relationships, and managing care contracts.➤ As Chief Medical Officer, I served as liaison to the Medical Staff and Medical Staff Leadership with direct responsibility for Case Management, Quality, Risk, Social Services Departments, and the Medical Staff Office.