Working with the leadership team transitioning to Value-based care utilizing core competencies.

Volunteered to assist the Quality and Patient Safety team. Part-time project-based.

Key executive of this healthcare consulting partnership focused on Interim Leadership, Strategy, Analytics, Clinical Integration/Health Information Exchange, Process Improvement, and Technology Adoption. Provide high level strategic consulting services to healthcare practices and deliver expert advice in areas including operations, patient services, billing, compliance, risk management, best practices implementation and process improvement initiatives.

A senior operational leader leading Value-Based Care initiatives across the organization. Works with clinician leadership to create, develop and innovate across all business users providing value/quality-based alternative payment models in the acute and post-acute settings.

Leads the SMART Locum Tenens business unit for USACS. Our mission is to partner with clinicians and provider groups to fill vacancy positions on a temporary basis. We strive to provide the best customer service to our clinicians and clients.

Our South Florida HIMSS chapter provides many wonderful opportunities to volunteer and help influence how technology is used to positively transform healthcare in our own backyard. For those of you who are new to the HIT industry, getting involved with this team is also a great way to network with seasoned professionals who can help you as you begin your exciting career. For those that are seasoned HIT veterans, getting involved is also a great way to give back. We have many committees that would love to have you. To see what is available, visit our webpage South Florida Chapter of HIMSS - Get Involved.

Accountable for the transformational enterprise strategy, technology architecture, and delivery of clinical, administrative, and business technology solutions across Pediatric Associates (PA) and Alpine. Leads IT acquisition integration team supporting high volume nationwide M&A activities.

Executive IT Sponsor for the enterprise EHR Implementation. Enterprise Data and Data Integration Architecture.

Promoted to build the infrastructure to collect clinical data, measure the quality process and implement best practices to maximize reimbursement for the organization. Led a team of 50 staff and 120 offshore resources and managed a $14MM OpEx budget. Reported to Chief Quality Officer. ✔Established the quality analytics team and created the CMS certified Qualified Clinical Data Registry (QCDR). The QCDR collected, processed and submitted over 3.5MM encounters annually across 5 specialty measure sets overcoming challenges of 15B billing systems, 26 different partner hospital EHR systems and 250 different CMS-approved quality measures. ✔The QCDR quality reporting program was implemented for the Merit-based Incentive Payment System (MIPS) impacting $35MM in incentive or penalty assessments for Medicare for Envision Physicians. ✔Implemented offshore quality data abstraction and coding capability saving $3MM per year while improving cycle times and reducing backlogs.✔Created and led clinical quality analytics team turning data into insights for largest physician services organization in the United States allowing clinicians the ability to identify areas for clinical documentation improvement (CDI).* continued below *

* continued from above *✔Built Envision Qualified Clinical Data Registry (QCDR) CMS certified for Merit-based Incentive Payment System (MIPS) program. ✔Processed over 25MM patient encounters for over 20,000 clinicians annually. ✔Served as Co-Chair of Anesthesia Innovation Committee, leading Anesthesiologists and CRNAs through creating innovative solutions to improve patient care, quality, and improve clinician engagement for over 4000 clinicians. ✔Leveraged technology solutions to improve physician engagement, efficiencies and patient care outcomes.✔Spearheaded and negotiated partnerships, as well as collaborated with medical specialty organizations, quality measure development organizations and other quality registries toward improved quality measures, testing and data requirements. ✔Avoided the $35MM penalty and increased Medicare billing by $9MM.✔In 2019 the volume of paper medical records increased from 1.5MM to 2.8MM records a year requiring the hiring of 15-25 more abstractors costing over $750,000 plus additional office space and computer equipment needed. Provided leadership oversight for moving 70% of the workload offshore reducing the cost per transaction from $1.20 to $.68 saving almost $2MM per year.

Proactively recruited to establish a Program/Project Management Office (PMO) and governance structure for a $20MM CapEx budget. Led a team of 35 project managers and analysts reporting directly to the CIO. ✔Created Enterprise Program and Project Stakeholder Governance processes from the ground up, as well as guidelines, budgets processes, tools, and a portfolio management system.✔Effectively aligned organizational strategic objectives to IT programs and projects tying capital expenditures to clear goals and milestones. ✔Provided visibility and transparency enabling business units better accessibility to project status, issues, and financial performance.✔Instituted, in collaboration with clinical and business leaders, program, project, and IT budget governance structures achieving improved alignment between technology procurement and implementation with operational, financial and especially patient safety and care goals and objectives. ✔Spearheaded PMO portfolio management and prioritization infrastructure, process and tools.✔Managed team executing technology enablement projects spanning over 30 concurrent projects.* continued below *

* continued from above *✔Established customer service level agreements for the organization to ensure the delivery of high quality vendor services. ✔Consolidated multiple requests of partner hospital data feeds into one consolidated specification to satisfy requirements for all specialty service lines in compliance with HIPAA to improve efficiencies, create consistency and improve speed to market. ✔Implemented automated billing and reporting systems for operational reporting, Radiology orders/results, and quality reporting significantly reducing time and costs of manual processes. New billing systems were implemented that accepted electronic feeds and tasked based workflow automatically registering the patient and validating payer information in real-time. ✔Served as Co-Chair of Anesthesia Innovation Committee led Anesthesiologists and CRNAs through creating innovative solutions to improve patient care, quality, and improve clinician engagement for over 4000 clinicians

Proactively recruited to facilitate the creation of a Clinically Integrated Network providing health services to the Lee Plan membership and create physician-led quality committees for value-based shared savings programs. ✔Created a governance structure and physician-led board responsible for selecting quality measures and incentive programs to drive better patient outcomes while reducing cost to the health plan. The cost savings would be shared with the participating clinicians based on their quality scores. ✔Enabled organization self-funded health plan to reduce operational costs and create value-based physician incentive for quality and patient outcomes. Successfully reduced per member per month (PMPM) costs for inpatient services. ✔Led IT team to build quality analytics and payer reporting deliverables.✔Working with the various physician led sub-committees, developed an extensive set quality metrics and measures. Reduction of admissions and re-admissions, early diagnosis of certain cancers and preventative care were key drivers. ✔The program created a foundation for Shared Savings Programs and Value Based Care for commercial payers. ✔Prepared the Clinically Integrated Network to achieve certification and participate in ACO arrangements.

Reporting to the Chief Information Officer (CIO), held accountability for three major programs including Meaningful Use (MU), Health Information Exchange (HIE), and ICD-10. Each program had a CapEx budget of over $10MM and Operating Budget of $5MM per year. Meaningful Use (MU)▬▬▬▬▬▬▬▬▬▬▬▬✔Led a cross functional team to address the American Reinvestment & Recovery Act (ARRA)’s MU regulations. Employed over 20 Nurse Educators, Project Managers, and Analysts, covered over 70 hospitals throughout the US, contributed over $35MM in federal Electronic Health Record (EHR) incentive money to the organization and managed 6 service and technology vendors. ✔Leveraged expertise in EHR certification and Meaningful Use assembled cross functional teams to address the various aspects of certification, data collection and reporting, change management and clinician education.✔Implemented an Emergency Room system that met Computerized Physician Order Entry (CPOE) reporting requirements and went live before the 90-day reporting period. ✔Obtained successful certification of the internally developed HIS system for Meaningful Use and also submitted required data and attestations for 2/3 of the hospitals the first year of eligibility. In year two, the remaining hospitals reported successfully. ✔Oversaw creation of a customized educational criterium and training materials which were deployed throughout all hospitals. ✔Secured over $35MM in funding over a three-year period and operated within budget all three years.* continued below *

* continued from above *Health Information Exchange (HIE)▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Directed the HIE program which employed over 10 Analysts, Project Managers, and coordinators, as well as managed 6 service and technology vendors.✔Led a team of physicians to find a technology solution for the HIE. In collaboration with IT, produced a requirements document, Request for Proposal and began the process to find and implement the HIE across the 70-hospital system. ✔Selected a vendor and created a number of teams including hospital data interface team, Physician EHR interface team, physician public relations team, and meaningful use reporting team. ✔Joined the Florida HIE initiative and became one of the early adopters of the Florida Agency for Health Care Administration (ACHA) HIE program.✔Implemented the HIE across four community hospitals and connected it to the Florida HIE as a pilot program. ✔Spearheaded Health Information Exchange (HIE) rollout enabling Regional Accountable Care Organizations (ACO).✔Utilized the HIE to fulfill the transition of care data exchange meaningful use requirements in three markets.

Key executive of this healthcare consulting partnership focused on Interim Leadership, Strategy, Analytics, Clinical Integration/Health Information Exchange, Process Improvement, and Technology Adoption. Provided high level strategic consulting services to healthcare practices and delivered expert advice in areas including operations, patient services, billing, compliance, risk management, best practices implementation and process improvement initiatives. Select Client Engagements▬▬▬▬▬▬▬▬▬▬▬▬Project Management Office Redesign/Process Improvement, Kaiser Permanente, Oakland, CARevenue Cycle Enterprise Data Warehouse Program, United Health Plan, Cypress, CABusiness Continuity, Greater Newport Physicians/Hoag Hospital, Newport Beach, CAProcess Improvement Project, SCAN Health Plan, Long Beach, CA* continued below *

* continued from above *Expanded Project Details▬▬▬▬▬▬▬▬▬▬▬▬►Director Hospitalist Process Improvement, Healthcare Partners Medical Group, Torrance, CAHired to assist the Vice President of Care Management/Nursing and the Medical Director of Hospitalist with Healthcare Partners Medical Group (HCP) to create a process improvement plan to reduce inpatient costs and improve physician engagement. ✔Led the selection, contracting and implementation of technology to exchange data between 10 local hospitals and the medical group including a hand held tracking device. ✔Implemented call center care management system tracking patient discharges and arranged for follow-up appointments along with validating pharmacy prescriptions. ✔Standardized discharge summaries and implemented an enterprise dictation system which digitized discharge summaries and patient instructions to be passed to the primary care physicians. The program was very complex and was fully implemented over three years.✔Physician satisfaction scores vis survey increased 80%. ✔Length of stay in Medicare patients dropped 20% and in commercial 5%. ✔Inpatient savings ran about $50MM per year contributing to hospital risk pools to be shared with hospitals. This was a groundbreaking project allowing HCP to expand into three other regions.* continued below *

* continued from above *►Patient Flow Improvement, Strategic Planning and CMO Coaching, Indian Health Council of North San Diego CountyContacted by the IHC Medical Director after the Chief Council Board of Directors recently opened a new health center in Valley Center, CA. The clinic patients were complaining about wait times and the inability to get an appointment when they needed one. The board desired to update their strategic plan since it was never really finalized when they formed the Health Council 20 years earlier. ✔Completed a patient flow assessment of the health center reviewing throughput, wait times, and workflow resources. ✔Built a model identifying areas for improvement which included registration, waiting room configuration and staffing. ✔After 90 days, reported a significant improvement in wait time reduction and patient experience. ✔Updated the IHC strategic plan and developed the mission and vision for the organization.►Interim CIO, Monarch Medical Group (MSO, IPA), Irvine, CALed internally developed physician practice management system IT development, operations and infrastructure teams for large Management Services Organization (MSO). Reengineered enterprise analytics department improving prioritization process and turn-around time metrics.►Customer Relationship Management Process and Systems Redesign, Pacificare Health Plan, Cypress, CAImplemented nationwide Customer Relationship Management (CRM) system for >2MM members. Included product selection, implementation and process reengineering across 4 geographically distributed customer service centers.