I provide operational and administrative oversight for Shuttle Pharmaceuticals, Inc., an early-stage pharmaceutical company focusing on the development of radiation sensitizers for the treatment of cancer patients with radiation.

Provide executive leadership in the strategic planning and business development for Oncology Services across the Central Maine Healthcare System, including CMMC, Bridgton and Rumford Hospitals, and outpatient clinics. Develop and maintain physician partnerships and engage clinical caregivers trough solicitation of input and plan implementation to provide and improve delivery of patient care, new program development, and value to populations served. Reliably deliver the clinical services and growth throughout the continuum of care. Responsible for growth and process improvement through analyzing, evaluating, planning, implementing, and the development of programs and services.Gain physician support for strategic and financial planning, and clinical program development in conjunction with the physician dyad leader. Collaborate with sub-specialties and primary care physicians on clinical program development and growth. Evaluate and develop strategic plans based on population need through engagement with physicians and stakeholders as well as successfully implementing plans to drive growth and improve value.Promote continuous performance improvement and clinical decision support systems that are data-driven and evidence-based. Serve as liaison between hospital administration, the medical staff, and the department managers in conjunction with physician dyad leader. Collaborate with the Oncology team to design specific key performance indicators and to achieve financial performance objectives of the service through managing operating and capital budgets, managing patient utilization, and implementing cost management strategies. Coordinate the development of budgets within the Oncology Service Line based on anticipated volume, acuity, and matrix. Monitor budgetary indicators and recommend budget adjustments as appropriate. Evaluate the cost and value competitiveness and market share of the service line.

My role as Director of Oncology Services at the newly-created Inova Schar Cancer Institute, (part of Inova Healthcare System's Fairfax Campus, a 1000+ bed hospital), involves the successful growth and leadership for the Radiation Oncology program, Radiation Physics/Safety program, Stem Cell Transplantation, Interventional Oncology, System Cancer Registry, and direct leadership of a free-standing joint venture radiation oncology department and the hospital’s Therapeutic Apheresis department. In 2014, I was lead negotiator for creating a master purchase and service contract with a premier radiation oncology equipment vendor. Negotiated a master agreement for Inova’s system radiation oncology departments to serve as the beta test site for the American Society of Therapeutic Radiation Oncology (ASTRO) accreditation program, and for several additional departments, I achieved accreditation from: The American College of Surgeons’ Commission on Cancer (CoC), National Accreditation Program for Breast Centers (NAPBC), American College of Radiology (ACR), the Foundation for the Accreditation of Cellular Therapy (FACT) and departmental/hospital Joint Commission. I developed our Therapeutic Apheresis program by increasing marketing and visibility, expanding to a larger space within the hospital, re-vamping the nursing structure and leadership, integrating our physicians into newly developed tumor boards, streamlining our revenue cycle process to help expedite insurance approvals and improve reimbursements, and engaged with the solid organ transplant unit to partake in a lung transplant study.

As the first Director, I oversaw the construction completion and fulfillment required to open and begin operations for a new free-standing cancer center, currently named The Novant Health/UVA Health System Cancer Center (formerly The Cancer Center at Lake Manassas). In order to meet the February 2007 grand opening, I purchased all necessary equipment, interviewed, hired, and trained full staffing , negotiated insurance, service, and vendor contracts . Implementing multi-disciplinary management strategies, I met all necessary requirements to have a fully operational state-of-the-art cancer treatment facility open and begin treatment on schedule. During my five year tenure, I developed our facility, managed outsourced billing and AR processes keeping day sales outstanding under 30 days, maintained AR over 150 days at less than 5%. I maintained an operating margin consistently <10% each year and successfully increased net revenues by <5% annually. I accomplished this by developing a new mobile PET/CT program and successfully generating an additional $5 million in revenue annually, and by streamlining our internal processes to work more efficiently, thereby reducing expenses and increasing patient throughput. I developed a multi-faceted marketing and outreach plan that consisted of multiple public speaking engagements, website development, quarterly newsletters, and established physician engagement events. I additionally created annual strategy and planning presentations and presented to the board of directors. Within 3 years, our volume increased by over 50% and our gross revenue increased by close 60%.I established a patient navigation program, and led the center to achieving ACR accreditation in 2009, in addition to building a breast program that received NAPBC accreditation in 2010. I completed and defended two COPN applications for new equipment, and played a significant role in completing and defending a third.

Co-owned and operated a free-standing Radiation Oncology treatment facility.

As Administrator for the department of General Internal Medicine at Medstar Georgetown University Hospital, I managed a clinical team of 15 attending physicians, 100 resident physicians, and an administrative team of 20 employees. I increased monthly revenues by approximately 12% by evaluating individual attending physician E&M billing patterns, and provided training regarding charging appropriately for the varying levels of care provided during patient visits. Additionally, I decreased denial rates by training our front-end and insurance staff about the processes to assure that the proper information was received during patient intake and that proper documentation was provided upon charge submission. I increased patient satisfaction scores from the low 60th percentile to the upper 80th percentile by re-training staff regarding professional conduct and appropriate communication skills to employ when interacting with patients during difficult scenarios, and by modifying physicians' schedules to better accommodate new patient appointments.

Managed three satellite radiation oncology facilities in the Washington DC Metropolitan area. Evaluated and hired staff for all positions. Lead all facilities through ACR and AAAHC accreditation and led programs with new equipment purchasing and implementation. Successfully doubled the volume of one site through improved marketing and establishing physician networking and maintained operating margins of over 5% at each facility. Developed marketing strategy to provide community outreach by developing CME events and monthly newsletters.

Managed daily operations of free-standing radiation oncology facility.

Provided radiation therapy treatments to patients and supported radiation oncology department, as necessary, to provide high level patient care and treatment. Served as the chief radiation therapist as needed.

Delivered radiation therapy treatments to cancer patients in a large, hospital-based radiation therapy treatment department. Transported patients and provided support to administration as necessary.