Successfully ran a $500 M+ plus decentralized budget in a complex academic medical center, which emphasizes and grew all three main missions (education, research, and clinical care). The Department of Medicine is consistently ranked in the top 5 in NIH Funding for Internal Medicine, with $180 M in Federal Fiscal Year 2020. Selected Achievements:▪ Successfully closed our fiscal year (no debt) which included a migration to a new electronic medical record system (Epic) and the first wave of SARS-CoV-2 (COVID-19) in New York City. ▪ Created a new suite of Mission Based Profit and Loss reports for each Division by Sub Specialty and then Physician/Provider/Principal Investigator. These new reports are used in all quarterly meetings to ensure departmental investments are maximized.▪ Designed and implemented a new suite of Provider Productivity Reports looking at Clinical FTE, Length of Time in Role, wRVUs, Visits, Charges, and Cash Received on a Year over Year basis. Additionally, this was all compared against MGMA Benchmarks by Specialty.▪ New Provider Productivity Reports are now the basis of a Tripartite Provider Productivity Report for Columbia, Cornell, and NewYork-Presbyterian within the new centralized Epic implementation. These new reports are expected to add in fields around Patient Access.▪ Assisted in negotiating increased funding for Clinical and Clinical Research activities for our 9 figure joint budget with NewYork-Presbyterian. ▪ Annually increased all sources of revenue, including clinical revenue, even during a year while migrating to a new EMR (Epic).▪ Prepared and assisted with multiple service line (Hematology/Oncology, Pulmonary, etc.) successful negotiations with hospital for continued and expanded funding in exchange for purchased services.▪ Active member of the Central Revenue Office Advisory Committee, which evaluates, questions, and approves new Revenue Cycle priorities, policies and procedures for ColumbiaDoctors.

Successfully unified all financial operations within the Office of Alumni and Development, which supports the entire Columbia University community. Managed areas included: Accounts Payables; Contracts and Purchasing; Financial Reporting and Strategic Analysis; and Tax Reporting. Effectively managed the merger for these departments to improve overall financial visibility, efficiency and effectiveness.Selected Achievements:▪ Introduced an Activity Based Cost accounting model for allocating all centrally provided resource expenses to their associated schools/units which resulted in unprecedented transparency for all Deans and Chief Development Officers.▪ Redesigned financial chart string to create a new unified reporting structure to evaluate ROI across all schools and units, regardless of budget structure or ownership.▪ Generated a new suite of reports to examine expenses and ROI in a new multi-dimensional way including by geography, travel, event, information technology, professional development, and goal. Ensured effectiveness and buy in through communications and interviews with various executives.▪ Maximized reporting through the financial migration of every line item to ensure accurate reporting across the entire Campaign.▪ Adjusted timing of multiyear expenses to be linked up with the correct fiscal year resulting in more accurate reporting and onetime savings of $100k.▪ Evaluated and managed a department wide mobile carrier transition which resulted in ongoing savings of $75k-90k/year, plus one time savings of $20k. As part of that migration, the majority of the staff were upgraded to new devices that were several generations newer at no cost to Columbia or the department.▪ Championed a holistic review of all large projects, such as technology upgrades and enhancements, resulting in over $250k savings in the first year.▪ Streamlined monthly reports which resulted in saving 60 business days of manual work a year.

Effectively managed several different teams and areas for the Office of Development at Columbia University Medical Center and primarily for the School of Physicians and Surgeons. Including areas such as: Annual Giving (Grateful Patient and Alumni); Prospect Research & Management; Finance; IT; HR; Fundraising HIPAA Compliance; Operations; Business Intelligence, Reporting, and Analytics; and Knowledge Management. Successfully managed a departmental reorganization to improve efficiency and effectiveness.• Championed the business case and project for a University Wide centralized database to link patients, alumni, and donors in a HIPAA compliant way.• Further expanded a suite of reports to evaluate fundraising efforts and ROI. • Successfully realigned staff to better leverage their inherent passions, skills, and expertise.• Designed, created, and hired a new Senior Director for Annual Giving to take full advantage of the HIPAA Omnibus Final Rule to build a Grateful Patient pipeline. Over 20 new prospects have been identified who, according to wealth screening, each can donate over $1,000,000 and 5 who can donate over $5,000,000.• Directed the creation of new self-service reports to increase staff self-reliance and reporting productivity.• Directed, designed, and managed the creation of a complex digital wall to maintain accurate and timely tracking of our highest donors ($1M+ lifetime) and their associated relationships.

Effectively managed several different teams and areas for the development office of Columbia University Medical Center and primarily for the School of Physicians and Surgeons. Including areas such as: Prospect Research & Management, Finance, IT, HR, Fundraising HIPAA Compliance, Operations, Reporting, and Knowledge Management. Selected Achievements:• Successfully managed a departmental reorganization to improve efficiency and effectiveness, including a realignment of staff to better leverage their inherent passions, skills, and expertise.• Designed and developed a new suite of reports to evaluate fundraising efforts across various initiatives with in a new EPM environment. • Championed the review and correction of funding sources resulting in departmental revenue increases of ~$650-700k/year.• Managed 2 departmental migrations within Columbia University’s financial systems while maintaining transaction detail information for financial comparison reporting in future years on an 8 figure budget.• The department successfully raised ~$200M per year both pre and post reorganization.

Performance Architects, Inc. is a business and technology consulting company that partners with our clients to initiate and sustain significant improvements in enterprise performance. We offer business consulting to help establish and enhance performance management processes either across your organization or within specific functions; technology consulting to make sure that the appropriate data and information are available to make the best decisions to improve performance; and industry expertise to provide the context for what your organization should do to lead within your segment.Consulting Project Roles Included: Data Warehousing Project Lead for Higher Education Business Intelligence Expert for Real Estate DRM Developer for Financial Services Project Manager for Financial Services Project Lead, Data Warehouse Architect, Business Analyst for Higher EducationAccepted to speak at various industry conferences, including: Oracle OpenWorld 2012, Collaborate 12, KScope12, NEOAUG.

Conceive and deploy numerous business intelligence and reporting tools increasing capabilities and accuracy of information presented to senior and middle management. Designed and managed a one of a kind data mart and report implementation to track and understand alumni donor behavior. New report uniquely identified over $35 Million and 2,300 previously untapped donors likely to give. Developed new suite of senior management business intelligence reports that analyze Key Performance Indicators (KPIs) on a fiscal year basis; facilitated a 45% increase ($5.3 million) in targeted funds raised the first year. Implemented performance metric reports easily accessible to team leaders and members; resulted in improved employee performance management and information accuracy. Redesigned reports for increased efficiency; report load time reduced by 94%, search time reduced by 90%, and RAM utilization reduced by 80%.Coordinate with stakeholders, set and communicate expectations to deliver creative solutions for senior management and departmental customers resulting in increased efficiency, capability and cost reduction/avoidance. Championed development of a novel web-based tool by managing project planning meetings with multiple business unit stakeholders, ensuring optimum utilization of IT resources, and business-side project management. Liaison between External Relations and IT business units to successfully execute projects such as several software implementations valued between $300,000 and $500,000 each. Conceived and deployed geographic (GIS) visualization of critical alumni data allowing for more focused and successful fundraising efforts.

Designed and managed all changes to existing reports for MBA Admissions and External Relations departments' migration to Hyperion Business Intelligence (Brio). Effectively communicated and set customer expectations with regards to reports and changes. Administered and controlled Hyperion environments run by Harvard Business School. Prioritized, delegated, and managed developers and report modifications. Designed and implemented a STAR schema and dynamic report for Admissions department reporting. Successfully redesigned and implemented a new Hyperion Performance Suite security model. Increased data accuracy through development of logic changes to reports and summary tables. Corrected and improved data quality in university-wide donor relations system, BSR Advance, via audit reports, cleanup scripts, policies and procedures.

Effectively negotiated purchases and customization of companywide software and hardware from select vendors. Prioritized and managed changes and additions to production databases and related software as company rapidly grew and requirements expanded. Designed and appointed tasks to expand existing mission critical systems as client requirements changed. Administered, installed, and configured Oracle servers with 8i and 9iR2. Coordinated scheduling and troubleshot system issues for clients in a 24/7 environment. Decreased data entry by 99%, improved internal customer service experience, and decreased required man hours while increasing accuracy through design and implementation of PL/SQL stored procedures. Designed and implemented a custom database to track millions of dollars of inventory in 1,000+ locations. Effectively managed several upgrade projects for FileMaker 4.0, 6.0, and 7.0. Maintained Oracle-based real time scheduling application, SERVICEPower, for over 4,000 technicians and 160,000 appointments per year, in all 50 states. Initiated, designed, and collaborated with other developers to increase data exchange accuracy.

Co-founder of a technology corporation created to help clients manage their technology needs including the Y2K transition, custom designed computers, and niche websites.