Department of Radiation Oncology ($450M gross revenue) is a non-profit, multi-specialty practice with ~45 physicians and 175 support staff between DFCI, Brigham and Women’s Hospital, Milford Regional Medical Center, South Shore Hospital, and Children’s Hospital.• Direct business strategy/planning and foster client relationships within healthcare industry, while supporting Brigham Health mission and increasing market awareness. • Lead and collaborate with multifaceted administrative and clinical teams to drive results in opening new sites, launching new programs, implementing innovation services model, and contracting services, while meeting or exceeding target deadlines.• Establish strong relationships with hospital partners, specialty providers, business partners, and healthcare vendors to drive organizational improvements and implement best practices.• Manage relationships with third-party advisors (e.g. legal, risk management, facilities, marketing, consultants) to consider and balance risks related to proposed transactions.• Opened Bermuda Cancer and Health Centre’s radiation therapy unit by target date (2017).• Administrated long-term regional and international contract service agreements ($13.6M operating margin) committed to high-quality patient care and clinical operations.• Collaborated with Radiation Oncology team (i.e. physicians, physicists, nursing, therapy, administration) to develop standard requirements to assess leadership, accreditation, department structure, Oncology care approaches (e.g. quality, patient safety, policies, procedures), and information technology; and implemented requirements to ensure success as best-in-class community cancer center in radiation.

• Led Department of Radiation Oncology administrative, clinical, and educational activities.• Developed and launched strategic initiatives in clinical, operations, and financial planning.• Led patient portal application implementation, enhancing patient experience across main campus and satellites; and enrolled ~1200 patients during first year (2012).• Collaborated with physician champion to ensure quality improvement programs and performance targets were met, while enhancing communication and patient care.• Partnered with physician champion to identify performance measures to enhance patient care (e.g. developed reporting and recommendations to advance physician documentation).• Improved ambulatory operations, patient experience, and benchmarking. • Explored and researched disease site studies to validate advancement of Proton Technology opportunities for Department.• Partnered with various disciplines (e.g. facilities, vendors, administration, physicians) to conduct feasibility study, determining if advanced technology align with care benefits.• Developed and presented comprehensive financial model to Senior Leadership to evaluate ROI, efficiency, and benefits of Proton Therapy investment.

• Managed Department of Radiation Oncology’s $300M budget for multi-specialty practices across campuses, satellites, and clinical affiliations.• Managed 21 employees (revenue cycle and ambulatory administrative support teams).• Designed and implemented comprehensive financial reporting package that reduced costs and increased revenue to achieve/exceed margin targets. • Increased collection rates 20% through denial management and proper coding.• Restructured responsibilities and trained administrative team to enhance patient experience and physicians’ workflows.• Created mechanisms to enhance patient experiences based on direct patient input, secret shoppers, and clinicians’ feedback.• Managed and collaborated with multi-disciplinary administrative and clinical teams to achieve Department’s first American College of Radiation (ACR) accreditation.

• Directed annual budget and forecast reporting for BWPO to ensure the BWH Family $145M operating margin adhered to Partners’ system target. • Managed 9 direct reports and collaborated with 10 group practices’ Finance Managers to ensure monthly actual financials and FTE reporting were within projections.• Promoted and expanded responsibilities from the initial startup of BWPO, to include oversight of designing and installing the BWPO’s first budget and reporting system, revenue and contract management systems, and benchmarking tools.• Collaborated with finance managers from 7 independent Physician Foundations to streamline transition to new and centralized budget and reporting system. • Achieved operating margins target, goals, and objectives for 9 consecutive years through dedication of engaged, empowered, highly functional, mission-driven finance team.• Monitored financial performance of $465M operating revenue budget and $10M corporate budget to ensure system’s margin was achieved through constituent’s relationship.• Created financial strategies by forecasting capital and staff requirements, identifying monetary resources, and developing action plans.