 Prepared and presented Monthly Operating Reports (MOR) to Department Leaders. Developed a Financial Model as part of the proposal for a new compensation plan for the department of Neurology. Coached and trained two Financial Reporting Analysts to take on additional fiscal duties including JVs, Labor Redistributions, and Monthly Expense Reviews. Reorganized and reallocated provider salaries and revenue into 11 Division Cost Centers.

Was selected as the Chair for the newly formed Young Professional Colleague Network for the Capital Division. Lead the chapter through its launch, recruiting a leadership team of five people and bringing membership to 160 before my departure. Launched a monthly Lunch & Learn series which featured leaders from various departments/functions with a focus on professional development Held monthly socials for colleagues to develop a sense of community

• Developed a Freestanding ER dashboard utilizing state ED market data, AdvisoryBoard Demographic data, and internal P&L data to identify potential sites for new Freestanding ERs in the Virginia and New Hampshire Markets • Led a working session with the New Hampshire Market CEO and CFO to review/update their Market Service area and established two new “Mini-Markets” to facilitate deeper review of market activity. • Prepared quarterly market share reports for all seven markets within the Capital Division and presented key findings to division/hospital Leaders.• Supported Division/Hospital Executives and Service Line Leaders in business case development through ad-hoc market analysis and educational sessions on available tools.• Represented the Decision Support (DSS) department in Strategy and Business Development meetings in the place of the DSS Director as needed.• Developed a comprehensive 1st year training plan for our recently hired DSS Senior Financial Analyst.

• Designed and implemented a business intelligence and reporting system from the ground-up including the establishment of data flows/processes to combine data from multiple EHR systems. • Developed a financial model as part of the 2021 budget planning process; model calculations included projected visits by clinic and provider, net revenue per visit, and clinic level EBITDA.• Built multiple operational dashboards within DOMO; Key metrics included new patient growth, visits to budget, visit mix, surgery referral patterns, labor metrics, etc.• Provided training and guidance to Practice Managers regarding how to best utilize data within DOMO to make operational decisions.

• Developed business cases and demand models for Hospital/Service Line leaders in support of hospital strategic initiatives. Business case/demand model development activities included market analyses by zip code, mapping of projected primary and secondary service areas, identification of market cases meeting specific diagnosis and/or procedure criteria, and forecasting expected growth rates in demand for the focus service line.• Prepared quarterly market share reports for the Northern VA, Fredericksburg, and Indiana markets and presented key findings to division/hospital Leaders.• Provided analytical support during the preparation of division strategic plans as well as the subsequent mid-year reviews of strategic plans.• Led a project to develop and implement a SharePoint based application and process for decision support requests. The new application/process has helped improve flexibility and transparency resulting in shorter turn-around time of requested data analysis/business case deliverables.• Developed an improved process for analyzing downstream contributions of smaller hospitals to larger hospitals using Microsoft SQL. The improved process reduced preparation time from eight hours to approximately one hour allowing for more frequent analysis of downstream activity.• Coached fellow Decision Support staff in the development of skills related to SQL and Tableau.

• Initiated and led a project to create and implement a professional development plan for the financial analysis team. Project team consisted of three analysts from within the financial analysis team that I personally recruited to represent the overall department.• Expanded the Aged AR Tableau dashboard to include client operations and partnered with the Client Collections Director to develop and implement additional visualizations related to key client focus areas (i.e. customer service line agreement compliance, root cause code analysis). • Mentored and coached fellow analysts in the development of skills related to Business Objects, SQL, and Tableau.

•Developed a Tableau Dashboard that provided senior leaders with key insights about outstanding AR trends. The Dashboard included Payor and account level detail, as well as multiple ageing categories. • Led the development of a new report request application and process that aligned with corporate policies.• Developed monthly uncompensated care expense forecasts for six facilities in Virginia and New Hampshire. • Served as the liaison between the Financial Analysis Department and the Director of Net AR in an effort to identify scripting opportunities. • Provided analytical support to operational departments and identified operational trends impacting revenue. • Created and customized reports using SAP Business Objects ,Microsoft SQL, and Teradata.

• Developed an Excel spreadsheet for analyzing time-card data that was used to audit the use of Extended Work Week hours; implementation of the audit process reduced the average number of non-compliant employees ~75% per pay period• Performed an audit of 15 months of deployment bonus payments and presented findings to Division Management; the audit revealed 32 over-payments of $1,000 or higher and 56 underpayments of $1,000 or higher. • Improved the process for reviewing deployment payments by utilizing time-card data to develop precise deployment periods• Managed the development, review, and estimation of projected Bill of Materials for multiple proposals that resulted in contract award • Performed cost analyses of subcontractor proposals and reported findings to program management; this contributed to negotiating reductions in proposed costs and ensured proposals remained competitive• Tracked and analyzed subcontractor invoices, and reported significant cost variances from proposed costs to the program manager. • Assisted the Business Director with developing and tracking facilities budgets• Assisted the Business Director and Deputy Director with developing and tracking Bid & Proposal budgets• Served as the main point of contact for the division for multiple significant facility upgrades including construction of an office, two conference rooms, and the purchase of a new forklift • Developed and implemented a division revenue tracking and analysis tool • Developed a division-wide Work Authorization tool that was used to assign and distribute work authorizations to employees