- Served as a liaison between the Program Directors and our fiscal intermediary, Gainwell to serve as a conduit for system changes of all types.- Made system changes to the Medicaid Management Information System (MMIS) to support new state and federal rule changes to Medicaid reimbursement.- Manage four other individuals who perform system edit and audit testing, administrative review of outdated or rejected claims, correct system duplicate claims and procedure code/charge changes.

Built a complete senior management team to take over a deeply distressed health system that had defaulted on its debt. In the first year, we refinanced our debt resulting in an annual savings of 3 million dollars in interest expense. The team including the Board of the System went to work to align Southern Regional with a larger more viable system. The result was a alignment with Emory Healthcare to participate in their managed care contracting.

- Developed corporate culture to encourage customer-focused behavior and improve satisfaction scores among patients, physicians, and employees- Grew net revenue by $20 million by increasing EBDITA earnings from $8 million in FY 2006 to $19 million in FY 2008, implemented cash collection and instituted an interventional cardiology program leading to a two-fold increase in procedure volume- Decreased bad debt from 14% to 10%- Initiated hospitalist services and oversaw the recruitment of new doctors

- Increased EBDITA by $5.2 million from FY 2002 - FY 2005 by balancing expense to volume and targeted earnings- Oversaw recruitment of physicians (5 in FY 2004) and CRNAs (4 in FY 2005)-Coordinated the design and building of a new Ambulatory Surgery Center.

- Grew revenue streams through expansion of neurosurgery and emergency services programs- Established hospital in growth belt by obtaining CON for 60 acute care beds and set up first new, 70-bed acute care hospital campus in West Marion County.- Introduced employee focus on patient satisfaction program bringing hospital HCA performance scores to 82nd percentile, up from 49th percentile- Achieved status as Solucient Top 100 Hospital in 2001, additional Solucient awards for cardiovascular, stroke and orthopedics from 1998 - 2001

- Lead organization to achieve EBITDA earnings of $9.3 million at Memorial Hospital of Tampa while operating the facility at 3.6 FTEs per adjusted occupied bed- Achieved $4.8 million in earnings at Town & Country Hospital while operating facility at 3.4 FTEs per adjusted occupied bed

- Reduced operating deficit in psychiatric division by $10 million in FY 1995 through introduction of new programs, expense reductions and infusion of new management and clinical personnel to improve efficiency and quality of services- Project initiatives include repackaging of cardiac services, the redesign and expansion of trauma center, air ambulance consolidation feasibility and the acquisition and integration of a large primary care group practice

This was my first CEO role with HCA in a joint venture hospital with a local Sarasota entrepreneur. My role was conflicted by the litigation between HCA and the partner in their effort to build a new hospital. The joint venture was bought out by Columbia Healthcare and I chose to leave.

- Established strong track record of exceeding operating budget parameters for areas of responsibility, building meaningful, working relationships at all levels of organization and developing departmental management team- Successfully introduced new services such as lithotripsy and diabetes management, enhanced diagnostic imaging and radiation therapy- Coordinated several campus facility expansions

- Supported hospital acquisitions by providing estimates of operations savings to facilities as well as identifying key areas for operational improvement and cost savings- Performed in-depth operations analysis of all functional areas of HCA hospitals to improve functional process and lower costs- Implemented 8 hospital wide productivity monitoring systems

- Served as management engineer for non-profit association consulting group- Performed operations improvement studies in hospitals throughout the state ranging in size from 30 to 500 beds.