Hospital Training Games, LLC developed very effective hospital finance education for non-financial leaders. Our course combines classroom instruction with an innovative simulation game that asks small teams to save a struggling hospital by making budgeting, staffing and spending decisions.

Led a team tasked with compiling the strategic financial plans and analysis for the Mid-Atlantic region and for each line of business. This included supporting the product leadership for Commercial, Medicare, Medicaid and the Individual insurance business.

Senior site financial executive for a market that includes more than 1,400 staff, $300 million in operating revenue, 2 acute hospitals, and 7 outpatient facilities.Managed all financial performance, including revenue, salary expenses, supply expenses and service costs through collaboration with more than 30 department managers and directors.Finance leader for hospital based physician contracts including Hospitalists, Anesthesiologists, Pulmonary Medicine, and call coverage for numerous specialties. As finance leader, I worked directly with the physician representatives, internal legal department, valuation firms, and clinical leaders to ensure the contracts were effective and compliant. Revenue Cycle and clinical documentation steering committee member overseeing the monthly performance for acute hospitals. Consolidated two under performing hospitals into a single, full service hospital resulting in a dramatic improvement in EBIDA. Program included management restructuring, a 15% staffing reduction and an increased scope of service. Led multiple run rate and performance improvement initiatives that resulted in reduced management expense, clinical labor, more efficient utilization of supplies, purchased services and contact physician services. Led multidisciplinary team and developed pro forma income statements for a proposed 100,000 square foot outpatient medical center. The proposed center included an oncology joint venture, a women’s center, a surgery center, primary care, rotating specialist and ancillary services.Developed contracts and managed multiple agreements including several surgical co-management agreements, an oncology joint venture and a joint venture with a medical transportation company.

Led the development of the hospital’s annual operating budget including volume, $600 million in revenue, more than $500 million in expense and all operating statistics. Developed budgets and managed performance of the comprehensive graduate medical education program that included more than 400 residents and fellows. Managed financial performance and non-clinical operations for the operating room. Responsibilities included 18 direct reports performing scheduling, billing, and information systems.Managed operating room performance scorecards and block schedules including on-time starts, block utilization and turnover time. Physician contact administration including more than $30 million in teaching, research and clinical support for every specialty.

Developed a corporate strategic plan for an organization with more than $9 billion in annual revenue.Worked directly with each of the senior executives, including the CEO, to guide the formulation and execution of both corporate and competitive strategies.Created a cascaded plan that linked corporate initiatives, investments and priorities to department level operational plans.

Financial and operational consulting for clients in all segments of the health care industry including insurance, hospitals and global pharmaceutical companies.