I partner with healthcare firms to assess systems and refocus processes, grow impact, improve stewardship, enhance interpersonal and organizational interactions, and improve performance as an Interim CFO, CEO, COO, VP of Physician Services. Focus on Leadership and Management to improve profitability, revenue cycle management, banking relationships, financing and financial structures, financial and accounting systems, contracting with providers, clients, and managed care organizations improve governance, organizational structure, and policy development. Latest client Crozer Keystone Healthcare/Crozer Health.

Consultant and Interim Leader of Healthcare Organizations across USA (NY, WA, OR, ID, MI, etc.). Other Organizations connected to this are listed separately. Focus on Leadership and Management of Physician and Non-Physician Providers into group and their integration with Hospitals, Health Systems, Managed Care Organizations, etc. Major issues of Productivity, Compensation, Recruitment and Retention, Governance, Policy Development, Creating Constructive Communication Streams/Cultivating Symbiotic-Synergistic Culture, HR structures and systems, Financing and Financial Structures, Revenue Cycle Management and EMR selection and Implementation, and more... Locations such as: Peace Health Medical Group, Superior Healthcare System, Bingham Memorial Hospital and System, Crouse Medical Providers, LLC., others..

• Interim and then Permanent System VP-Finance -- Philadelphia, PA - Financial Leadership for Crozer Health (new Name) (owned by Prospect Medical Holdings) with focus on Physician Compensation/Contracting /Compliance outside of employed group practice. Significant efforts on reorganizing Payroll and Benefits payments converting to 2 new systems and reorganization of Accounts Payable, with conversion to Oracle and adding significant automation needs. Also managed the cash management and forecasting functions and banking improvements, and especially the physician group practice. Assisted with Hospitalists and Behavioral Health arenas. Started as Interim and became employee to reduce costs to client. 4 hospitals 3 other significant outpatient centers; 900+ physicians and residents

Owners intent to close Hahnemann Hospital and grow St. Christopher Hospital for Children. Revenue Cycle efforts to collect more and establish improved relationships with outsourced Rev Cycle Companies. 2 hospitals; 1,300+ physicians and residents.

Focused on Joint Ventures and partnering relationships with physicians and groups within the regions – ASCs, Endoscopy Centers, PSA arrangements and Co-Management Agreements. Exited some and reorganized others. Re-set the calculations for physician compensation, initiated purging of underperforming areas, vacant properties, and implemented productivity improvement program and Revenue Cycle enhancements. Day to day financial operations, presentation materials and presented the information to Board, Committees, and Corporate Leaders. Improved Operating Margin 5 of 6 months. Training of and motivation/leadership of all Managers to coalesce and work more in concert. Merged groups via different methods. 3 hospitals; 400 physicians.

Focused front-line staff on improving Revenue Cycle from the beginning of the cycle. Negotiated and finalized JV (ASC and GI). Created metrics dashboards and assessed for focused training and workshops in three specific areas of eligibility, authorizations and baby names. Focused credentialing staff on Taxonomy and tiers for each physician with the managed care companies. Assessed contract compliance with those same payors. Improved Days in Unbilled A/R from 12 to 9 with intent for 6 days within 3 months. Total A/R from 65 to 41 Days; 18 months after implementation of new EMR. Completed the final portions of one Audit cycle and completed entire additional cycle for Auditors. Conversion of PCPs into a singular Physician Compensation Plan; created both APP and Physician Compensation Committees including guiding parameters for establishing new compensation plans; created pooling for 2 specialties, new comp models for 4 other specialties and call pay and surgical plan. Financials closed by day 3, reports by day 4 and reporting for 3 different groups. Provided dashboards for improved operations management, regulatory and compliance testing, interfaced with 9 hospitals and Corporate. ASC JV with Surgery/GI/Cardiology (150 MDs). Over 560 physicians/250 APPs 280 practices, 50 locations

Completed conversion into a singular Physician Compensation Plan for all physician partners. Setup JV with oncology group (67 oncologists in 15 locations). Provided dashboards for improved management of operations, regulatory and compliance testing, interfaced with 12 hospitals within the system for hospital-based arrangements, Created positive bottom line of over $4m annually. Merger and integration of medical practices– doubling the size of WellStar Medical Group to over 1,000 providers, including governance structure, policies and culture, produces over 500 proformas for additional new programs. Major focus on enhancing common culture. A/R at 30 days or less; worked collaboratively with managed care organizations to improve payments especially for quality metrics. Worked with Captive Malpractice Insurance organization and with real estate/capital issues. Volumes up over 9% each year; managed budget process for $600m in revenues. Oncology Group JV (68 MDs). 11 Hospitals, Over 800 physicians, 300 APPs, 30 locations.

Worked collaboratively with three entities that came together to form this venture capital backed Sleep Lab, Balance Testing (JVs) and DME company. Over saw all operations of firm, assisted in creating singular culture within three distinct groups. Improved Revenue Cycle by 60 days in A/R – all collections. Improved the volumes and revenue by 10% on this $10 million entity. Replaced existing 401K and pension plans with singular and successfully passed initial audit by EEOC/DOL. developed operating policies including compensation strategies and system; initiated rightsizing staffing to volume. Stabilized over 200% turnover down to 10%. Managed all aspects of IT and Human Resources. Improved relationships with partner hospitals. Improved relationships with Banking and financing organizations. Audit completed with issues found from past - resolved. 35 hospitals in 13 states. Assumed the CEO role when the existing CEO was terminated.

Created and cofounded new entity for national scope. Led organizational and contractual initialization, capitalization, and marketing on a national scale, assisting the Medical Director and CEO to offer hospitals an alternative to existing arrangements for coverage of Labor and Delivery as well as the creation of new clinics for the care of the uninsured and underinsured expectant mothers in each community. Slocum Dickson Medical Group was a part owner.

Graduate School of Business: Managed Care, Health Care Management, Finance

Supervised senior management staff, and oversight of all group functions. Assisted in the development of the Group's strategic direction, development of a managed care strategy and oversight of the implementation. Assisted in the development and direction of the Group's proposed ambulatory surgery center. Negotiated and administered managed care contracts, managed SDMG relationships with the managed care contractors; managed the operations of the group and affiliated entities. Provided administrative support to the Board of Directors, Committees and Shareholders. Established and implemented policies and procedures for the effective operation of the Group and served as a liaison to various entities including consultants, managed care companies, hospitals, community agencies and businesses. Assisted the Board in developing a customer relations strategy to achieve its customer service standards and goals and effectively implemented the strategy. Focused on Physician-Hospital Integration and Partnering, including Hospitalists functions. Created and Lead 5 IPA, PPO, HMO organizations. Lead affiliated companies.

Led PHO efforts in providing MSO Services to physicians in the PHO, as well as assisted in directing all PHO activities. Assisted in establishing PHO and created Super PHO across six counties. Led IS, Budget, Finance Committees, and participated on all other committees as well as Boards of Directors. PHO included 198 physicians in multi-specialties. Assisted in developing fee structure, capitation assessments, contract negotiations, employer development functions, information systems, risk modeling, medical management, and new business development. Established MSO functions of centralized credit and collections, answering/paging systems, employee leasing, personnel float pool, complete physician practice management and physician contracting and financing.

Directed all efforts of the clinic in the area of managed care and business development, specifically, in contract negotiation and management with all employers and managed care organizations, new business ventures, strategic and operations planning, and operational assessments.Directed efforts of new Managed Care Department, including Utilization Management, Outcomes Studies, Provider Relations, Claims Management, and Physician Supervision Committees. Managing contracts from discounted fee-for-service to capitated to percent-of-premium, including Medicare and Medicaid risk contracts, in a service area with over 70% managed care penetration. Over 60 contracts, four risk baring contracts, in Commercial, Medicare, and Medicaid.Directed the medical sections of Family Practice, Internal Medicine, Corporate Medicine and Occupational Medicine, as well as directing the operations for Neurology, Rheumatology, Physical Therapy, and Orthopaedics, including 60 physicians and 95 staff members. Developed a system-wide approach to the new healthcare delivery system of Austin Diagnostic Healthcare System.Introduced new structures of practicing medicine at a lower cost and implemented Physician Assistant positions. Assists in review of benefits packages, and new drug screen policies. Completed financial feasibility and sizing determinations of new facilities, and developed operations plans for them.

Directed all marketing activities for three EPIC hospitals in the Corpus Christi area. Launched and successfully grew industry marketing program, seniors club, obstetrics package and others. These programs brought in over $1.2 million of business. Managed all activities related to managed care (negotiating, contracting, recruiting physicians, and monitoring). Directed physician recruitment, relations, and redirection efforts. Developed an IPA. Assisted physicians in private practice management. Filled-in as Executive Director when CEO was out. Taught management principles to department directors in semiformal class settings and one-on-one. Assisted hospitals and outside companies in personnel and benefits issues, especially regarding healthcare benefits, worker's compensation, and cafeteria-style benefit plans.

Assisted healthcare senior management teams in Physician Practice Management and Acquisition, Managed Care Activities, Strategic, and Marketing Planning, Financial Feasibility Studies, Organizational Issues and Organizational Development, Product Line Planning and Marketing, Case Mix Analysis, Market Assessments, HMO Development and Corporate Organization. Clients included community hospitals, major tertiary care teaching hospitals, multi-hospital system facilities, and physician group practices. Intimately involved in practice development, including sales calls, proposal writing, prospecting, new business line development, marketing plans, and data base development. Coordinated and produced panel discussions on enhancing hospital-physician relationships.

Assisted healthcare senior management teams in Physician Practice Management and Acquisition, Managed Care Activities, Strategic, and Marketing Planning, Financial Feasibility Studies, Organizational Issues and Organizational Development, Product Line Planning and Marketing, Case Mix Analysis, Market Assessments, HMO Development and Corporate Organization. Clients included community hospitals, major tertiary care teaching hospitals, multi-hospital system facilities, and physician group practices. Intimately involved in practice development, including sales calls, proposal writing, prospecting, new business line development, marketing plans, and data base development. Coordinated and produced panel discussions and video tape products on enhancing hospital-physician relationships.

Advised small firms and physician offices; Principally, physician offices, restaurants, picture framing firms, and electronics start-up ventures.

taught Production, Planning and Control; Operations Management and Supervisory Management at Motorola, Lockheed, and Data General.