• Primary responsibility in Care Management Transformation practice, which is comprised of case management/care coordination, resource and outcomes management, patient throughput and bed management, and reducing physician practice variability. • Engage physician and service line leaders to incorporate evidence based practice standards for key patient populations with the goal of reducing unnecessary testing, practice variability, and cost/case.• Establish collaborative case management practices to improve throughput and length of stay, reduce readmissions, and assure safe and effective care transitions for patients and families.• Design and implement effective revenue cycle work flows for patient finance, registration, and clinical case management teams, to improve accuracy of patient and payer information, efficiency of authorization processes, and documentation of medical necessity.

Assessment of rehabilitation program, strategic and market positioning, opportunities to improve efficiency.

Responsible for strategic planning, operational leadership, staffing, and revenue for inpatient rehabilitation facilities throughout UPMC. Total revenue of $65 million. Relocated specialty inpatient rehabilitation programs from UPMC South Side to UPMC Mercy over a 10 month period, from design to completion. Spearheaded preparation for two successful accreditation cycles from the Commission on Accreditation of Rehabilitation Facilities (CARF). Worked directly with medical staff to establish rehabilitation leadership and programming within the network.

• Responsible for strategic direction and operations at UPMC South Side • Achieved 4.3% operating margin within first 18 months (from operating loss)• Strategically relocated inpatient clinical services to UPMC Mercy Hospital; facilitated and directed transition of 95% workflorce

Progressive management responsibility for clinical operations, financial performance, and physician recruitment. Responsibility included nursing as well as other clinical teams within the cardiovascular service line followed by strategic and operational responsibility for two community hospitals within the system. Areas of expertise included productivity management, re-organization, and innovation in clinical care.