Responsible for all aspects of this large equipment manufacturer with roots back to 1855 to include the strategic planning, sales development, financial management, personnel, and daily operations. Finch Manufacturing & Technology, LLC (FMT) manufactures, repairs, and assembles large equipment parts, components, and systems with expertise in rotary processing equipment such as industrial kilns & dryers. Not only is FMT a leader in producing large wheels, shafts, trust rollers, and trunnions, we also manufacture numerous categories of heavy-duty equipment and make parts ranging from inches and pounds to feet and tons. FMT’s skilled machinists and engineers, unique and redundant equipment, and our factory’s 100% crane coverage allows us to accommodate urgent customer requests and deliver our products on-time. FMT’s engineering department works with our clients in a customer-focused manner to “Design - Build - Install” complex industrial systems or reverse engineer critical components. Our vast manufacturing capabilities and project management skills enabled FMT to design, engineer, and fabricate components for complex construction projects ranging from a Fragmentation Chamber to underwater assemblies. FMT takes great pride in our ability to improve our customer’s processes and deliver high quality parts and services that exceed their expectations. Services Offered• Design – Build - Install Large Component Systems• Design – Build - Install Construction Projects• Metal Part & Component Manufacturing• Engineering & Project Management • Welding, Boring, Drilling, Bending & Assembly• Rotary Processing Repair & Replacement Equipment• Lock and Gate Repair• Machine Shop / CNC Capabilities - Large & Small• Metal Milling - Large & Small• Field Service & Repair

A non-traditional, family private equity company looking to acquire and manage manufacturing or healthcare businesses. Able to provide the capital sources, highly skilled senior leadership, or turnaround management to companies that need assistance in growing to the next level or are having difficulties in a specific business or market niches.

Recruited to transform this 47 bed bariatric specialty hospital into a full service hospital with extensive surgical services. This repositioning was in response to changes in the competitive landscape and insurance market and required close coordination with a new governing board, recruitment of surgeons and clinical staff, purchasing of new equipment, and meeting all regulatory requirements. Added new surgical services such as orthopedics, total joints, neuro/spine, urology, vascular, podiatry, ENT, gynecology, general surgery, and pain management.

Asked to stay long term as the COO after initial 60 day consulting assignment for this 350 bed union hospital with net revenue of $225 million, 7,000 discharges, 9,000 OR procedures and an ADC of 270. Responsible for the patient care and support directorates encompassing 1100 employees. Developed close and effective relationships with governing board members, chief of staff and medical leadership. Advised on or actively participated in hospital-wide initiatives such as the hospitalist program, ERIS, PACS, building of urgent care center, and planning of the new hospital. Achieved all goals as directed by the CEO and hospital board.

Full accountability for running the “flagship hospital” within the Forest Health Services system, the national leader in bariatric surgical services. Responsibilities included business development, financial management, performance analysis, physician recruitment and practice management, human resources and community awareness.

As President of a 55-bed community hospital, led management to include business development, financial management, performance analysis, physician recruitment practices, and relationships, human resources and community awareness.

Recruited by the national leader in metabolic and genetic testing for newborns to formalize and expand a family-owned business in preparation for an IPO. Responsibilities included strategic planning for sales and marketing, financial management, organizational development, laboratory operations, IT, and administrative functions. Led the unprecedented growth that enabled sale of the company for $34,000,000 in 2003. Increased net revenue by 375% via winning national contracts, signing lucrative technology transfer agreements, implementing pricing modifications, developing new products, and reducing the cost of goods.

As Chief Operating Officer of a 198-bed for-profit hospital, located in a competitive market, managed business development, budgeting, and physician recruitment and practice management. Directed the laboratory, radiology, respiratory therapy, nutrition, emergency room, and all support service departments. Managed all capital purchases and facility renovations. Helped in shaping positive consensus by managing public relations with the media and government officials.

As the senior purchasing executive for a 36-hospital for-profit corporation, led purchasing of supplies, equipment, and services valued at $250 million annually. Negotiated national contracts, performed technology and cost analyses, and reported monthly to all company officers. Participated in the design and equipping of all construction projects.

Responsible for all aspects of two home healthcare branches with annual sales exceeding $20 million dollars.

Operations manager of a home infusion facility serving 1,100 patients monthly, responsibilities included P&L, purchasing, DME, deliveries, financial reporting, and customer service.