Led a team of 10 direct reports with oversight of 100+ indirect reports and a $28M budget, transforming an underperforming 26-bed physical medicine hospital by defining and implementing a strategic plan to increase admissions, build market awareness, and revitalize the organizational culture, resulting in securing excellent profit margins• Transformed the company through workforce management, talent development, operational improvement, and rebranding initiatives by recruiting new medical staff and growing existing managers, recruiting a second PMR physician to support case admissions, and restructuring the internal processes, leading to growing the breadth and depth of the company in size and across new specialties• Seamlessly transitioned through a new company during an M&A, enabling increased access to financially analyze various business aspects, successfully demonstrating profitability• Facilitated a class 1x a week, mentoring the direct reports and managers on financial management and analyzing outcome data to reach targets, significantly cutting the turnover rate from 70% to <30% in 1 year• Assessed the business for inadequacies, identifying confusion among the market on the company’s offerings and rebranded to instill clear messaging, expanding the business volume by 10%+• Established a blueprint of success by recommending different improvement areas and modifications needed, influencing continual business operations

• Directed a team of 14 members with 150+ indirect reports for a newly purchased 42-bed facility with a $40M budget, transforming the operations to grow admissions, reduce expenses, develop awareness, and shift the organizational culture, expanding admissions by 188%, growing the net revenue by 226%, and improving the EBITDA by 384% in 4.5 years• Onboarded a new Business Development Director and restructured the marketing team within the first 6 months of hire, resulting in an admissions increase by 43% in the 1st year• Conducted a financial analysis to execute cost savings efforts, reducing the daily salaries/wages/benefits cost per patient by 1%, minimizing the daily operating expenses per patient by 17%, and cutting the total expenditures per patient day by 22%• Shifted the organizational culture of the company to attract new business by recruiting new medical staff, including a Neurologist, PM&R doctors, developing a strong and comprehensive wound care program, and establishing a referral system, leading to generating $2.5M YOY in EBITDA• Incorporated new specialty services, including hospitalist, nephrology, infectious disease, neurology, and wound care to position the hospital as a sustained operation for health, securing a 97% occupancy rate for 2 years while exceeding budget targets• Integrated quality reporting tools and motivated management to perform best practices to improve the hospital’s quality indicators (FIMs), achieving accolades during the 2017 annual divisional meeting for delivering high-quality outcomes• Implemented change management initiatives due to a major audit based on a complaint filed in 2013, substantially restructuring processes and procedures within 4 months, achieving a successful re-survey approval by 8 auditors• Recognized at the annual division meetings for achieving the most improved operations across 6 different areas in 2014 and 2015 and for significantly boosting employee engagement in 2014 and 2016

• Integral to the development of a startup facility from the ground up as 1 of the first employees hired by designing referral systems and negotiating contracts to partner with service providers and vendors, establishing a 60-bed online rehabilitation hospital• Cultivated a comprehensive provider network by contracting with targeted professionals to create a referral and admission program, ensuring growth in volume

Promoted to CEO in 4 years to define and execute a robust strategic plan, leading 11 direct reports and 110+ indirect employees while maintaining an annual budget of $25M, transforming the facility as the regional provider of choice• Revamped the outpatient program to effectively manage expenses and grow the market by deploying a new marketing campaign, recruiting high-end staff and specialized clinicians, and coordinating scheduling changes, decreasing the cost per discharge by 8% and escalating hospital volume by 120% over 2 years• Established the 1st pediatric inpatient rehab program and the 2nd brain injury certification program within the marketplace, expanding the company’s competitive edge and generating new revenue• Instituted cost savings initiatives by renegotiating the contract with the wholesale drug provider and eliminating the pharmacy benefits manager to accelerate the convenience of care, saving $40K in annual costs and reducing the daily drug cost per patient by 20%+• Introduced an intensive staff training program for targeted specialty teams to reverse the low inpatient volume and mentor the referral development team, growing the inpatient referrals and admissions volume by 20% in 1 year

As COO terminated contract pharmacy services to save 40k per year while drug cost per patient day decreased over 20%. Increased outpatient services volume by 120% through a focused business development plan.

Management responsibilities included all clinical services and select support services for a 100 bed free standing physical rehabilitation hospital. Additional responsibilities included all rehabilitation clinical services for two acute care affiliated network hospitals and all outpatient services/satellite clinics. Increased outpatient volumes 36% over a 3 year period through the implementation of new and/or redefined services. During tenure was assigned to develop and implement eight new strategic business plan initiatives. Programs contributed to an average 15% growth over budgeted targets year over year. Over a one year period recruited and hired 13 therapists to replace onsite independent contractors. Total annual savings was over 400k.