I am on the senior leadership team that conceptualized and created AultPlan, a new organization that promotes and enhances Aultman’s vertical integration structure. I have provided financial acumen and strategy for AultPlan’s establishment and its focus on growth, expansion, physician relationships, new care models, managed care contracting, and integrated efficiencies: ✦ I finalized the operating agreement, management services agreement, and AultPlan’s vertically integrated financial reporting structure. ✦ We established master plans, facilities, programs, partnerships, and appropriate designations to create Aultman's newest outpatient Center, which realized $1.7M in new organizational financial impact per year.✦ We built relationships with local community members and leaders to prioritize the health needs of the community by establishing the Tuscarawas County Community Council.✦ I helped the organization manage through the initial Covid-19 crisis, including co-authoring a white paper, implementing an essential workplace solutions program to assist business in returning to work, co-managing the vaccine administration plan, implementing an inpatient forecasting model, and co-developing COVID testing clinics.

I played a dual role during this time, holding responsibility for $110M in Annual Net Revenue, an 86-bed facility, more than 310 FTE’s, and13 Direct Reports. We experienced significant growth and transition: ✦ I served as co-leader of Aultman Hospital Cardiac & Vascular Service Line’s transition to ADHVH. We established a corporation, a governance system, and operational systems. ✦ We realized record market share growth from 39.6% to 44.8% in five counties and achieved or surpassed our 2019 goals in targeted clinical service areas.✦ Our length of stay decreased by 16.9% in the Cardiovascular Surgical Intensive Care Unit and by 8.6% in the Cardiac Care Unit.✦ We surpassed our readmissions reduction goal by 2.7% and reduced patient ventilation times by partnering with an independent pulmonary group. ✦ We expanded our invasive heart lab.✦ Developed new regional business development team, which oversees physician relations, Amish liaison program, market analytics, and strategy to members of Healthcare Delivery System.

After a short time as a VP, I was promoted to the Chief position where I led Corporate Finance, Marketing, Revenue Cycle, Physician Services, Provider Recruitment and Contracting, and Alliance’s Employed Provider Network. I also oversaw the Aultman Alliance Community Hospital Integration Plan. During my time in this position, we streamlined operations with quantifiable results: ✦ Our 2018 operational net income grew by $4.3M through a $2M integration and financial health strategy.✦ We generated $1M in annual additional Medicare reimbursement by assisting in the qualification of Aultman Alliance Community Hospital as a Medicare Dependent Hospital.✦ I assisted in the completion of two 100-Day Plan Initiatives and collaborated with Alliance Community Medical Foundation (ACMF) to develop 2018 operational strategic plan.

Developed 100-Day integration plan through collaboration between Aultman Healthcare Delivery System and Alliance Community Hospital leadership teams, including KPI’s and integration opportunities. Refinanced hospital’s existing debt and structured new debt for Aultman Health Foundation.

Growth, service, and cost controls were my major focus areas in this role. I built a collaborative culture with providers and implemented systems that achieved measurable, impressive results. Here are some select examples: ✦ I collaborated with members of the Provider Leadership Council to establish and guide our strategic direction including a provider-led governance structure, and alignment of the market’s largest independent multi-specialty group. ✦ We achieved savings and efficiencies including $4M+ through cost cutting, quality initiatives, integration, and revenue cycle enhancements, $1M in incentive payments, and 8.5-day reduction in A/R. At the same time, we added 27 providers. ✦ Our services and our clinical footprint grew. We brought in 65 employed physicians, increased new patient volumes by 11.2%, and increased general surgery cases by 43%.✦ We built infrastructure that identified improvement areas and advanced enterprise objectives including decreased readmissions; a 94.8% patient recommendation rate; and improved HEDIS, Medical Home Scores, and Enhanced Encounter Completions.

My primary focus in this role was growing our network and footprint. To that end I built, sustained, and enhanced relationships with Independent Hospital Network (IHN) members, leading to community growth within the IHN service area. I spearheaded our first acquisition when we acquired Dunlap Community Hospital. We saved $1M by forming a Group Purchasing Organization and created a sourcing group that grew into a $700M multi-state purchasing collaborative.

In addition to overseeing a $5M expansion project, I directed all hospital operations including A/P, payroll, fiscal services, physician services, revenue cycle, information technology, foundation, marketing, process improvement, radiology, laboratory, therapy, and sleep services.