Responsible for both strategic and tactical initiatives of a highly diverse performance improvement organization with technological product and service deliverables that serves the healthcare industry.

P&L responsibility for the 600+ fte Division with $90mm+ annualized revenue including all product line deliverables, budgetary financial forecasts, product line innovation and ongoing cross divisional integration efforts. Accomplishments include:• Twenty Five percent, (25%), year over year revenue growth concentrated in the large hospital and health system segment • Successful selection and integration of MedAssets acquired contract management system(s) into the payment variance and recovery practice• Expansion and diversification of service center operations beyond the Metro NY geography. Specifically, centralized business office functions were established in Dallas and Nashville to better serve our national geographical footprint in a cost effective manner• Functioned as an operational “Closer” for the business development team

In December 2010, the Transformational Revenue Cycle Consulting Division was carved out of the pure transactional service business of the Revenue Cycle Services Division. I left the transactional services segment to assume responsibility for the expansion and structural integrity of what had become the fastest growing and most profitable segment of the operation which I formed soon after the acquisition of MD-X Solutions in 2007. Following an impassioned pitch to the MedAssets board of directors, I was empowered and tasked with the formation and development of people and processes capable of comprehensive revenue cycle transformation. We launched this business and organically grew it to a multi-dimensional consultative powerhouse with over a hundred staffed FTE’s capable of conducting broad reaching, multi-million dollar concurrent change management and implementation projects across the nation. Rapid growth necessitated ‘on the fly’ infrastructure builds of everything from travel logistics to standardized sophisticated financial analysis and revenue recognition practices. Exponential market expansion was achieved through a high risk/reward model in which a majority of our fee opportunity was predicated on defined deliverables. We mitigated risk through the use of data driven assessment protocols. The results were remarkable in not only the performance improvement achieved by our clients but in the continued success they retained through targeted and ongoing utilization of cross sold service and technology offerings from our team.

Recruited to scale entrepreneurial venture to new heights. Corporate responsibility for all operations of a multi-faceted National revenue cycle improvement organization that excels in Accounts Receivable and Managed Care Service offerings. Responsibilities include organizational direction and vision through product line development, growth and acquisition while maintaining hands on tactical leadership of ongoing daily operations.Accomplishments include:• Recalibration of human resource infrastructure included the elimination of non-value add roles and an infusion of new talent in key areas across the enterprise, client facing and critical infrastructure support roles alike. • Revenue and EBITDA growth in excess of 40% during my tenure prior to acquisition• Developed Accounts Receivable Valuation processes that allowed for risk mitigation in AR purchase opportunities and appropriate Net Revenue and Cash projection data for ongoing service clientele. • Initiated a Compliant Documentation and Coding Program product line utilizing information technology differentiators that facilitate Hospital staff review of cases for appropriate severity assignment.• Provided direction for the development and implementation of proprietary software applications for service workflow and automated transactional posting, (cash and contractual allowance), creating significant operational efficiency.• Added subject matter expertise and Senior Leadership to the ongoing sales closure process• Played a significant role in marketing MD-X Solutions to the investor community. Education of potential suitors on the existing capabilities of the service platform, its scalability and demonstrated organic growth curve, was key in positioning the organization for a successful strategic transaction.

Senior member of a Nationally recognized leader in the field of hospital turn-around management and process improvement services functioning as Chief Restructuring Officer for distressed hospital clients. Responsible for the transformation of all hospital operations necessary to achieve quality service in a cost effective manner. Transitional services require the ability to motivate individuals, ranging from line staff to governing board members, to achieve sustained viability and prosperity through radical re-design of processes throughout an enterprise. Additional responsibilities included the initiation and direction of a new clinical resource management product line offering, expert witness testimony preparation for a premier legal firm specializing in healthcare litigation, and revenue cycle leadership for consulting clients ranging from small community standalone hospitals to multi-billion dollar integrated health systems. Accomplishments include:• As a member of the Board of Directors, provided guidance and leadership to the organization which, during my tenure as Director, performed an employee buyout of the company from its former owners, Triad, and subsequently consummated a strategic transaction with FTI Consulting that yielded an EBITDA multiple well above comparable industry deals.• Effected multimillion dollar EBITDA turnarounds for ailing acute care providers• Provided thorough fact substantiated guidance to a national hospital ownership company on the viability of particular hospital entities within its portfolio which resulted in dissolution of a non-essential facility and immediate EBITDA improvement for the parent organization

Senior administrative position charged with the leadership of all fiscal service functions in coordination and collaboration with clinical and other operational departments of the system. Financial oversight responsibilities encompassed the entire system including, Sharon Corporation, Inc. a holding company with fund raising and real estate operations, Sharon Hospital, Inc., The Sharon Health Care Center, a skilled nursing facility Sharon Health Care Center, and a taxable sister organization West Sharon Corporation whose primary business functions are real estate and M.S.O. activities. Finance, Patient Accounting, Health Information Management, Materials Management, Information Systems and Guest Services were direct reports. Accomplishments include:• Strategic Financial Planning – key role in the analysis and decision making process that culminated in an asset purchase transaction • Lead negotiator for Hospital Board of Directors in a strategic transaction increasing sale proceeds by approximately twenty percent• Facilitated the separate sale of Sharon Health Care Center yielding the highest price paid per skilled nursing facility bed to date in the State of Connecticut• Net days in Accounts Receivable were reduced from 120 to below 50 during my tenure• Lead role in successful transition of a group practice serving a large indigent population in an adjacent rural New York community to Federally Qualified Health Center Status• Established a distinct part unit geriatric psychology unit • Implementation of productivity monitoring systems• Successful negotiation of favorable managed care contracts• Implemented new group purchasing and Guest Services, (Dietary, Housekeeping, Plant Operations), contracts for fiscal savings and quality improvement

Responsible for complete, accurate and timely financial and regulatory reporting of the hospital and its related entities, including Sharon Corporation and West Sharon Corporation. Other responsibilities include: Cash Management, Audit Supervision and Strategic Financial Planning. Patient Accounting, Admitting, Health Information Management and Materials Management were direct reports to the Director of Finance.Accomplishments include:• Stabilized Finance Department staffing and reporting• Implemented standards for accuracy, completeness and timeliness of financial data• Created audit efficiency resulting in substantive reduction in external audit fees• Completed financial analysis leading to a successful Certificate of Need application related to the Hospital's Information System• Implemented systems and processes for accurate gathering and reporting of fiscal data to the Office of Health Care Access, producing favorable Uncompensated Care Pool reimbursement

Senior finance and information systems officer responsible for strategic financial planning, reporting and analysis, evaluation of all revenue diversification and joint venture activities as well as information integration.• Successfully negotiated all managed care contracts for the facility post de-regulation• Contracted with Insurance entity to cover maintenance and repair of all hospital equipment, resulting in a 25 percent reduction in maintenance contract expense• Re negotiated materials management group purchasing contracts yielding substantial savings for the enterprise• Completed financial analysis leading to a Certificate of Need for a cost based inpatient rehabilitation unit

Director position in a 243 bed hospital and hospital-based nursing home responsible for a myriad of finance functions including financial statement preparation, Decision Support function, budgeting, and productivity monitoring. Materials Management and Patient Accounting were direct reports to the Controller.• Implemented a computerized materials management package, which provided the structure necessary for migration to a centralized purchasing function• Played an integral role in the development of the Hospital and Nursing Home business plans• Implemented an activity based productivity measurement and reporting system• Produced Amsterdam Memorial's first flexible budget