Provided management consulting and interim management services to healthcare clients ranging from independent physician practices to large integrated delivery networks and academic medical centers. Consulting services include assessment and implementation services tailored to client’s specific needs.Utilized assessment skills to identify and determine crucial opportunities and translate complex problems into clear, understandable and actionable steps for improvement. Skilled at working with all levels of an organization including Senior Leadership, physicians, frontline leadership and staff to implement established action plans for accomplishing essential goals.- Operated as interim Administrator for large multi-specialty clinic and successfully guided them through a difficult transition period while providing advisory services on healthcare systems issues related to physician practice strategy and operations (i.e. organization structure, compensation plans, revenue cycle improvements, patient access, EHR optimization, etc.).

Oversaw engagements with large healthcare systems and physician organizations with emphasis on assessing and implementing improvements to physician-focused operations and strategic planning initiatives. Directed and developed project teams through engagements to create sustainable enhancement in financial and operational performance. Conducted client sales, methodology development, services development across organization and organized client assessment processes.- Functioned as interim Chief Operating Officer for 450-provider, academic-based medical group and merged multiple provider employment models throughout the healthcare system with redesigned provider compensation structure and created an organized management structure to oversee operations which resulted in improved patient access and financial performance.- Achieved approximately $1M in improved annual performance by driving academic medical group through financial improvement plan. Oversaw optimization of provider workflow, alignment of effort in accordance with new provider compensation plan, improved patient access and establishment of streamlined staffing plans that utilized ratios, aligning with demand and provider capacity.- Managed integrated project with prominent academic medical center to drive operational and revenue improvements of over $5M.

Directed physician practice initiatives to support client’s healthcare system’s operational and financial improvements.- Realized annual financial improvement of over $4M by guiding health system's faculty plan through performance improvement initiatives around establishment of practice standards, provider compensation alignment and staffing optimization.

Provided practice management consulting services focused on both assessing practice operations and implementing changes focused on strengthening financial performance through productivity improvement, revenue enhancement, cost reduction and strategic planning initiatives.- Improved loss per physician in primary (57%) and specialty (15%) care for regional health system's 350 provider medical group with continued high quality provider recognition. Led them through performance improvement plan that included redesign of accountable management structure, establishment of clear provider performance expectations with enhanced workflows, schedule optimization for improved patient access, and well-defined strategic plan priorities.- Achieved improved annual financial performance of over $3.5M by directing practice throughput initiative for health system's practice plan to implement changes focused on increased productivity, enriched staffing model and enhanced revenue cycle processes.

Provided practice management consulting services to medical group practices, including interim, operational / financial assessment, productivity improvement initiatives, strategic planning and physician compensation plan development. Performed operational and productivity evaluation of primary care practices. - Delivered interim services for Orthopedic Surgery and directed initiatives to strengthen operations, leading to enhanced access, increased productivity, improved financial performance and higher patient satisfaction. Recruited and trained permanent Practice Manager, ensuring smooth transition and continued improvements.- Increased productivity by 10% in 1 year by assessing primary care practices and development and implementation of provider standards to improve financial performance and increase patient satisfaction.

Managed and directed various hospital-based Faculty Practice departments, with more than $50M in annual revenue, about 120 providers and 33 staff. Redesigned productivity reports to encompass both internal / external benchmarks for peer comparison. Led 8 surgical clinics as Interim Practice Supervisor, with more than $24M in annual revenue, 49 providers and 77 staff.- Achieved approximately 8% growth in Pathology department with corresponding improved financial performance by establishing benchmarks and sharing individual and group performance.- Initiated strategic access improvements at Pain Clinic, reducing number of days for an appointment from 31 to 10 days (68%) and increasing referrals, volumes and net revenue.- Worked with faculty practice-wide team to asses all clinical, administrative, research and teaching funding across group, ensuring proper funds flow and accurate physician assignment of effort.

Drove reorganization of hospital-owned, multi-specialty medical group and management team, with operating budget of over $14M and 15 locations. Provided additional oversight of Family Practice Residency Center that consisted of 9 providers, 25 residents and over 40 staff that saw over 25K visits, with operating budget of over $3M. - Achieved 8% growth to 138K visits per year and expansion to 40 providers and over 125 staff by leading hospital-owned group reorganization. - Improved financial performance of medical group almost 20% over 2 year period by conducting throughput enhancements that enriched revenue cycle processes and staffing alignment changes.- Developed new provider compensation program utilizing benchmarks that created incentives, strengthened financial performance, shared risk and rewarded appropriate provider performance.- Implemented augmented reporting structure with analytical reports related to site and provider performance, allowing providers to be better informed and creating an enhanced environment for communication and accountability.

Directed 40% growth of Family Practice department that grew to 5 sites, 41 providers and over 90 staff with about 112K visits per year and over $12M operating budget. Managed Pediatrics department, including primary care and specialty divisions with 3 sites, 20 providers and over 50 staff with approximately 70K visits per year and over $10M operating budget. Developed and implemented business plans for 6 new providers into Family Practice Service sites. - Generated individualized provider performance reports, resulting in improved feedback and production, with increases as high as 40% for some individuals.- Served as leader in steering committee, creating quality service expectations and driving overall Faculty Practice operations.- Directed successful implementation of front desk pilot for medical group at a Family Practice site, serving as a model for creation of improved cash collection and phone coverage to patients.

Managed operations of Radiology Department comprised of 30 physicians, performing over 250,000 exams per year with an operating budget of over $10,000,000. Drove throughput enhancements to exceed Radiology Department workload expectations by approximately 9% in 1998 and created net income surplus of 6% above budget.

Managed physician development and product line development in support of consolidation for seven hospitals in the Veterans Health Care System. Accomplishments involved creation and execution of plan for restructuring of primary care clinics to increase access, creation of accountable physician report card and establishment and implementation of strategic plans leading to savings of $5,000,000 over 3 years through integration of services.