Named CFO at Recovery Ways treatment center in early 2017. Turned a negative P&L positive through revenue improvements (opening a detox center & restructuring revenue cycle operations), while significantly reducing cost structures.

Recruited by the CEO during initial months of operation of this start-up Medicaid Managed Care Organization in Washington DC. At that time, the business was extremely unstable and near contract termination with the District of Columbia. I turned around a negative P&L to double-digit growth in revenue ($135M) and EBITDA ($8M), while providing increasing levels of services to members. Trusted is now two years profitable, easily meets capital reserve requirements, and is growing. Major responsibilities• Leading the organization in developing strategic plans and attaining operating targets while building operating rhythm and organizational capabilities. • Managing THP’s operations: membership enrollment & outreach, call center operations, provider relations and contracting, claims adjudication and payment, vendor partnerships, & real estate. • Coordinating with Clinical & Finance teams to ensure cross-functional effectiveness and efficiencies.• Developing hiring strategies with HR, and closing all management candidate interviews. • Communication & follow-up with the contract administrator—DC Dept. of Health Care Finance.Key accomplishments• Launched margin improvement initiatives through member retention and stratification, provider contract renegotiations, claims auditing of high-dollar/high-margin payouts, rationalizing low performing vendors, expanding strategic partnership programs to claw back claims overpayments and increase member satisfaction. • Grew the infrastructure, operating rhythm, and culture thru daily and weekly operating meetings. Expanded team members’ confidence and capabilities through learning to post their numbers and describe how results were driven.Reflective metrics• Claims overpayment recoveries—$1.5M to $2.2M annual• Customer service response times—from 63% to 99%• Credentialing accuracy & timeliness—from 47% to 100%• Membership re-enrollment & retention—+38%

Founded in 2003, Accretive focuses on execution and improvement of the entire healthcare revenue cycle. As part of the core leadership team, I developed and implemented numerous revenue-lift (2% to 4%) and cost-reducing (15% to 30%) initiatives within the original Ascension Michigan market. As additional health systems engaged (Dartmouth, Intermountain, Baptist Health, Ascension, etc.), ensured initiatives rolled out and implemented throughout the organizations. Appointed by the CEO and board as head of shared service centers in 2010—responsible for overseeing daily operations and results in the U.S. and India and managing a $42M budget.Major responsibilities• On-site leadership for hospital locations. Coordinated initiatives and day-to-day activities with client teams, measured on-site results, communicated results with executive teams. • Developed and led productivity benchmarking and cost reduction initiatives across all hospital systems. • Attained 30% cost reductions through vendor rationalization and contract renegotiations across hospital systems and networks.• Renegotiated union contracts to improve performance standards.• Targeted and recovered write-offs and underpayments—causing significant margin erosion.• Ensured 98% complete charges applied for coding and billing of services.• Validated 99% of patient registration data and authorizations in advance of services performed.

Partnered with national clients at the largest management consulting organization in the world to produce measurable bottom line results for major clients like Sony, Best Buy, Walgreens, Sears & Sears Canada, General Electric, and Whirlpool. Developed numerous skills and capabilities, and rose to the highest levels of the organization. • Sony—Developed an integrated sales and merchandising program with Best Buy. Implemented target items for improved promotional assortments, ordering and replenishment by market, in-store merchandising, and focused training for sales associates. Increased revenue 7% in target markets, and reduced inventory costs by double digits. • Walgreens—Developed an integrated logistics strategy and operating model with the SVP Logistics to support the new Fresh Store formats and market-based merchandise assortments. • Sears—Developed and implemented an integrated just-in-time reservation and home delivery program for home delivered merchandise (large appliances, furniture, etc.) across all 850 stores and 50 distribution centers nationwide. The program was highly coordinated with major manufacturers (GE, Whirlpool, etc.) to optimize inventories by 20%, and increase customer service by over 40%. • Sears Canada—Led a multi-year merchandising procurement program across the merchandising and logistics organizations. Delivered 5% net margin improvement through improved ordering and replenishment, logistics and transportation, promotions, and in-store merchandising.