Provide strategic leadership and operational expertise to healthcare businesses on a part-time or contractual basis. Fractional/Virtual Chief Operating Officer (COO)• Strategic planning and execution• Operational oversight and process improvement• Leadership and team development• Financial management: revenue enhancement, expense reduction program, vendor management• Proven experience as a COO, VP of Operations and Chief Strategy Officer in both hospitals and medical practices• Experience in federally qualified health centers, not for profit and for profit environments• Proven ability to execute and deliver operational results• Strong background in operational management, strategic planning, and business development• Excellent leadership, communication, and interpersonal skills• Ability to work flexibly and adaptively in a dynamic, entrepreneurial environment• Extensive experience in stakeholder engagement

Christ Community Health Services (CCHS) is one of the largest faith-based Federally Qualified Health Centers (FQHC) in the nation and the largest provider of healthcare to the underserved in West Tennessee. With 12 locations in two counties, 500+ employees, 70 medical providers, 14 dental providers and 6 behavioral health providers, CCHS offers comprehensive primary care, dental, behavioral health and pharmacy services to over 65,000 unique individuals, with a $60M annual revenue and over 200,000 annual visits.Provide leadership, direction, administration of operations, and day-to-day management and oversight of administrative, clinical and facilities operations.• Direct oversight includes Practice Administrators of Medical, Oral Health, BehavioralHealth, School Based Health, Ryan White program, Healthcare for the Homelessprogram, marketing and communication, development, facilities and supportservices.• Develop and implement the organization’s strategic plan, business developmentopportunities, operational plans, programs, and facility expansions.• Participate and provide input in all Board, Board Operations Committee, Board FinancialPerformance Committee and Board Quality Committee.IMPACT: Achieved 10% encounter growth YoY.

Acadia Healthcare provides psychiatric and chemical dependency services to its patients in a variety of settings, including inpatient psychiatric hospitals, specialty treatment facilities, residential treatment centers, outpatient clinics and therapeutic school-based programs. Acadia Healthcare operates behavioral health facilities across 40 states, with an annual revenue of $2.3B through 238 facilities. The CTC division operates 141 facilities and is responsible for approximately 17% of total revenue. Responsible for volume growth across the entire US market through intelligence gathering, analysis of the marketplace, assessment of opportunities and implementation of new products and new partnerships.

Consulting engagements:Enterprise business development strategiesHealth insurance sector in USHospital trendsOrganization strategyLatest trends/innovations in the US Healthcare sector (Payer & Provider) ASC and the impact that COVID is having on the industry

Led the development and implementation of the market facilities business strategy. Guided all aspects of strategic planning and business development, including growth of facility admissions/OP visits/surgery volume and market share. Steered physician development, recruitment and redirection; clinical program development; business planning, decision support and analytics; marketing and communication. Directed the senior executive team in advancing the facility’s short- and long-term strategic plans.IMPACT: Led the turnaround of market volume from negative variance within 18 months, allowing for consistent growth in 2019 across all areas of hospital performance. Over PY, achieved 13.2% EBITDA market growth, +$10.7M over budget and +$14.5M net revenue growth.Reorganized the business development team and developed real-time tracking dashboards, enabling immediate redirection toward established goals. Achieved year-over-year volume growth across all categories:+5.6% Admits; +8.7% ED Admits; +2.0% IP Surgeries; +5.7% OP Surgeries Managed Care OP surgery volume grew +4.3% and ED visits +8.7%Galvanized executive leadership team and sales team in physician recruitment strategy, leveraging OR Performance, quality metrics and dedicated physician relationship managers to differentiate against other facilities and attract physician talent.Targeted efforts resulted in the addition of 26 new physicians (all Specialty), with 14 surgeons in high-margin service lines.Increased patient streams from commercial and Medicare payers by setting a process to help them close the gap around annual visits and increasing colonoscopy volume by 20%.Boosted Physician Satisfaction scores (scale 0-5): +0.5 from PY and + 0.5 above target – alignment; +0.54 from PY and +0.39 above target – engagement; +0.81 from PY and + 0.68 above target - satisfaction with OR scheduling.

Quantitative Methods for Healthcare Management

Led development of strategic plans for Methodist Healthcare and its entities. Also responsible for action planning and organization to drive initiatives in cross-functional areas. Served as a resource on all matters pertaining to market planning, analytics, business development, performance management systems, and decision support.IMPACT: Turned around a legacy strategic planning process that was not in sync with the annual budget cycle, individual performance goals, or management incentive plans. Drove alignment via a process that was accepted and supported by stakeholders, within 1 year, strategic plan achieved an 85% execution score, the highest in years.Spearheaded predictive analytics initiative to manage ER readmission rates of high-volume users. Tenacious in pursuit of a solution, built an in-house model using data available. Early results showed a decrease in readmission rates.Addressed problematic variations across the health system resulting in significant regulatory vulnerability and compliance issues. Spearheaded process improvements via Lean Six Sigma methodology as a Certified Black Belt.Within 12 months or process improvements, 3 of the 4 adult hospitals met goal, system observation rate improved from 8% to 12%, and predictability of patient discharge status jumped from 35% to 80%.Built out and leveraged analytics to poise for growth and mitigate risk within a rapidly changing healthcare marketplace. Charged with identifying national and regional trends that could impact the healthcare system and develop strategic initiatives for the system in line with the trends.Enabled the healthcare system to provide world-class care to patients by developing a partnership with the Mayo Clinic Care Network.Exceeded initial estimates in physicians involved and patients seen, with patient e-consults growing to above median average of peer member group to >100 in Year 1 and >1,400 provider users of the AskMayoExpert condition and treatment.

Administrator, Memorial Health University PhysiciansManaged a 128-physician, hospital-owned primary care and specialty group practice in collaboration with 3 other administrators. Served as administrative chair of the Strategic Planning Board subcommittee, in charge of market intelligence and research.IMPACT: Reduced overhead as a percentage of revenue by ~4% while increasing patient satisfaction at urgent center cares. Increased visit volume by +20%.

Held earlier engagement as a Family Practice Physician in Bucharest, Romania. Practiced medicine as an employed internal medicine physician in a hospital setting (equivalent to hospitalist) and then in private practice