Senior Director with payer, provider, and consulting experience including healthcare operations, strategy, performance improvement, program management, change management, analytics, and IT implementations. ✅ Strategic Planning: Proven track record identifying opportunities, communicating recommendations, developing strategic roadmaps, establishing implementation plans, facilitating improvements, and sustaining solutions✅ Performance Improvement: Broad and deep experience leading numerous, complex, multi-million-dollar, financially risk-based performance improvement programs which streamlined processes, optimized technical capabilities, reduced costs, increased revenue, improved quality, enhanced patient/ provider satisfaction, and delivered significant financial benefit✅ Program Management: Extensive knowledge of program management methodologies and tools based on lean six sigma principles, business intelligence capabilities (e.g., Spotfire, Tableau, Power BI), and financial planning models (e.g., cost and benefit analysis, financial measurement).✅ Cross-Functional Team Leadership: Advanced change management knowledge and training techniques for creating buy in, coaching teams on best practices, and facilitating improvements with cross functional teams of executives, leaders, clinicians, and staff✅ Healthcare Experience: Significant knowledge of insurance and healthcare operations which spans across a wide variety of areas including:✔️ Provider: access centers, care management, multidisciplinary rounds, physician advisors, perioperative services, emergency departments, population health management, and revenue cycle✔️Payer: enrollment, network development, operations (e.g., behavioral health, care management, disease management, nurse line, transplant networks, vision, dental), regulations, quality, finance, legal, IT, and claims

Director in Impact Advisors’ Clinical Optimization service offering which focuses on improving operations related to emergency departments, perioperative and procedural services, patient access, interdisciplinary care coordination, care management, care variation management, labor, supply chain, and population health management. These solutions are dedicated to having a measurable impact on healthcare by improving patient throughput, decreasing length of stay, reducing costs, improving clinical outcomes, increasing quality of care, and enhancing patient satisfaction.✅ Directed clinical operations project in the gulf coast that reduced LOS by 0.9 days, decreased the observation patient status rate from 30% to 20%, increased patient volume by over 600 patients, and resulted in $9 million in financial benefit✅ Sold and led a $3.75 million perioperative improvement project with a large health system in Florida that focused on increasing surgical volume by reducing turn over times, increasing first case on time starts, improving utilization through more effective staffing, streamlining scheduling processes, and enhancing pre-admission testing effectiveness

Led RSM’s Clinical Performance Improvement service offering which focuses on improving access, streamlining patient throughput, reducing length of stay, decreasing costs, increasing revenue, and improving clinical operations with healthcare providers.✅ Led a project with a large academic medical center that included revamping the case management department, enhancing multidisciplinary rounds, addressing barriers to discharge, improving connections to community resources, and creating a new physician advisor program to decompress the emergency department and create space for more patients.✅ Utilized analytics and business intelligence capabilities to improve clinical performance and sustain changes.✅ Maximized the effectiveness of Electronic Health Records to improve care team communication and outcomes.

✅ Led the Capacity Optimization component of one of GE’s first six partnership arrangements with a prominent healthcare system on the East coast ✔️ Created the capacity for the healthcare system to treat more patients by reducing length of stay and implementing patient flow improvements while enhancing the quality of care and patient satisfaction✔️ Led the implementation of enhancements to care management, interdisciplinary rounds, patient placement and other hospital operations across the healthcare system✅ Participated in the design and development of a new Accountable Care Organization (ACO) stemming from a partnership of four healthcare systems in the North East✔️ Focused on the development of the care management model, infrastructure, staffing, processes and technology for the new ACO✅ Supported the leadership of Healthcare Partners Enterprise Solutions Delivery Team that optimizes the use of hospital assets which strengthens GE’s customer relationships

✅ Provided executive leadership, operational management and strategic direction to care management, access center, emergency transport, performance improvement and emergency departments✅ Developed, implemented, and maintained processes, procedures, practices, policies, data and technology to ensure: ✔️ Appropriate utilization management (e.g., discharge planning, resource utilization, payer reviews, appeals and reimbursement), effective care coordination, care variation mitigation strategies were successful and proactive care transition planning✔️ Timely access to inpatient care, successful capacity related admission denials reduction initiatives and the right bed was assigned to the right patient the first time✔️ Seamless and timely transportation (e.g., ambulance, helicopter and fixed wing) of patients to and from CHLA as well as third party patients between hospitals✅ Led patient flow meeting to manage LOS, care coordination, patient satisfaction, readmissions, denied admissions and other key performance indicators

✅ Managed multiple large, complex, non-standard, and high revenue projects simultaneously representing more than $10 million in revenue annually✔️ Coordinated and monitored implementation activities across multi-solution (e.g., clinical operations, physician services, non-labor, labor, clinical documentation improvement and revenue cycle) projects✅ Sold more than $15 million in new revenue, facilitated business development and sales activities, led opportunity assessments, and tailored proposals to address those needs✔️ Facilitated end-to-end sales process (e.g., targeting and pursuit, introductory meetings, solution refinement, proposals, project design, resource estimation and contracting)✔️ Converted 100% of opportunity assessments to projects when proposals were submitted✅ Utilized content expertise and experience to create and enhance patient placement, care management, care coordination, care variation management, clinical governance, and emergency department methodology and toolsRepresentative Clients and Results:✅ Academic Pediatric Hospital: Increased effective capacity by 7.5%, reduced number of diverted patients by 50%, and the best practice patient flow metrics and reports to facilitate improvements and sustain results✅ Academic Pediatric Hospital: Delivered more than 1.3 days in severity adjusted and 0.7 day of straight LOS reduction representing a decrease of 18,000 annualized patient days while increasing admissions by over 6% leading to $18 million in implemented benefit while improving patient satisfaction by 14%, reducing capacity related admissions denials by 85% and maintaining a low readmission rate✅ Large Academic Health System: Reduced severity adjusted LOS by 0.85 at the largest facility representing more than 11,000 patient days avoided, resulting in 1,100 additional annualized admissions and reduced readmissions by 12%

✅ Directed Fairview’s performance improvement department for Fairview’s pre-registration, registration, financial counseling insurance verification, central business office, health information management, charge capture and care management measurement and reporting, training, and performance improvement initiatives✅ Designed and implemented revenue cycle solutions by utilizing new vendor systems, resulting in an additional $2 million annual benefit (e.g., eligibility systems, Medicaid and charity screening tools, propensity to pay and patient liability estimate software, and patient liability collection systems)✅ Facilitated a system-wide bad debt reduction project and developed solutions to mitigate rising insured bad debt and deploy a more consumer driven healthcare strategy✅ Facilitated an executive leadership retreat with the top 50 Fairview leaders and created Fairview’s system CFO’s presentation that established the revenue cycle vision and objectives

Acquisition Integration:✅ Led OptumHealth’s acquisition integration process for UnitedHealth Group’s (UHG) acquisition of Sierra Health System for $2.6 billion and Fiserv Health for $775 million✅ Created a new process for displacing external vendors increasing OptumHealth annual revenue by $95 million from five legacy acquisitions✅ Integrated OptumHealth products, services, and networks in order to capture acquisition synergies eliminating redundancies and displacing external vendors✅ Managed and directed teams totaling 26 people representing: behavioral health, case management, disease management, nurse line, centers of excellence network, discount programs, vision, dental, stop loss, critical illness, consumer driven healthcare, financial, chiropractic, and therapy networksComplex Customer Implementation:✅ Led the implementation of OptumHealth’s services with TennCare, UHG’s third largest contract, a Tennessee managed care Medicaid program providing 525,000 members with access to healthcare representing $1.5 billion in revenueVendor Management:✅ Displaced vendor services with more than 56 customers representing $95 million in revenue previously lost to a UHG competitor

✅ Developed and executed project work plans to drive results in care management, social services, care coordination, nursing and physician responsibilities impacting patient flow, patient placement, environmental services, transportation, financial counseling, insurance verification, registration, billing, follow-up, bad debt collections, and charity screening✅ Designed and implemented care management and care coordination methodology, tools, and reports for a new service lineRepresentative Clients and Results:✅ Large Academic Hospital: Managed multimillion dollar engagement increasing effective capacity by 5.3%, generating more than $20 million income statement benefit, and $10 million in annual profit✅ Urban Standalone Hospital: Implemented revenue cycle process improvements resulting in a $15.3 million reduction in daily backlog of unbilled accounts and two record cash collection months exceeding $40 million✅ Premier Pediatric Hospital: Contributed to multimillion engagement increasing effective capacity by 7.5%, reducing diverted patients by 50%, and improving the timeliness of discharge orders