Spearheaded the acquisition process and led seamless transition of acquired company to a more streamlined and efficient platform estimated savings $500K.• Managed end-to-end transition operations, ensuring continuity and alignment with business goals. • Coordinated with cross-functional teams to optimize workflows, resulting in improved operational efficiency without a negative impact to customer service resulting in a net income improvement of $400K.• Conducted due diligence, evaluated existing processes, and implemented new IT systems to modernize business operations.

Served as Administrative Leadership while guiding provider teams and their complex outpatient and inpatient clinics of 70 senior staff physicians and 10 advanced practice providers, in close collaboration with division leadership. • Enhanced access to care, implemented telemedicine, improved visibility of missed appointments. Increasing ambulatory visits from 84% to 95%, which contributed to a projected favorable net income of $1M in the first half of fiscal year 2022; the first time in over five years.• Instrumental on a strategic project that improved patient flow through in the Emergency Room by six hours.• Streamlined operations driving change to improve physician, hospital, and patient satisfaction by Hospital Medicine division physicians for over ten years within the first year.• Spearheaded execution and ensured approval of ROI for Hospital Medicine expansion that had been stalled after eight years of planning.• Implemented HALO IT system through-out the divisions. • Identified new growth opportunities, both organic and strategic expansion into white space. • Coordinated nocturnal coverage of the Stem Cell Oncology program – collaborated with the oncology and hospitalist division to ensure nocturnal coverage for the Stem Cell Oncology program, ensured all Hospitalists were appropriately trained on the Oncology protocols.• Supported and educated physicians in surpassing the fiscal year 2021 Relative Value Units (RVUs) targets through cross-functional collaboration with the Hospital Medicine chair. • Drove an annualized increase of over 20,000 RVUs, approximately $750K, across the fiscal year 2022 by organizing bimonthly meetings with physicians to review and improve the documentation process.• Improved patient satisfaction scores by following up with patients 24 hours after discharge, by analyzing post discharge information ensuring continuity of care.• Proven deliverable of favorable Financial Statements and KPI’s.

Improving the customer experience by helping clients work smarter, not harder. The key to developing successful partnerships and relationships is not just meeting but exceeding our client’s needs. Led physician compensation review, analyzed physician incentive models, and partnered with clients to improve leadership.• Streamline processes, providing tailored solutions, and anticipating patient needs, allowing for enhanced efficiency and patient satisfaction.• Ambulatory Surgical Service operation improvements concentrated on identifying and driving operational improvements and changes in ambulatory clinic and ASC operations schedules focusing on Lean, Six Sigma.• Partnered with the practice’s operational leadership teams to prepare them to identify operational gaps in the practice’s workflow and to resolve these issues.• Improved patient access by increasing daily provider capacity by over 8%, while proactively identifying and addressing access improvement opportunities across practices and specialties; managed the creation and introduction of growth opportunities that improved the productivity of physician practices.

REDUCTION TO WORKFORCE - DUE TO STAND-ALONE CAMPUS CLOSING.Oversaw and supported all operational management of three LTACH and Critical Care Hospitals in Greater Detroit metro area market, generating $60 million in annual gross revenue. Reduced costs by $100K, streamlined payroll by $300K annually, and increased gross revenue by $6M through service contract renegotiations, timekeeping audits, and operational improvements across three LTACH and Critical Care Hospitals in the Greater Detroit metro area.• Strategically marketed the Lincoln Park campus to complementary businesses for leasing opportunities, aiming to create a full medical campus, while facilitating outsourced inpatient lab services and adding an outpatient component to support physician practices across Michigan, until the campus closure nullified the contract.• Successfully negotiated union contracts, collaborated with management to implement disaster plans protecting patient functions, and worked with clinical leadership to ensure patient care remained survey-ready and focused on the environment of care.• Responsible for Plant Operations, Pharmacy, Case Management, Medical Records, Contract services and Cafeteria operations teams. Represented Vibra Healthcare as an active member of the Rotary Club in Lincoln Park.• Proven deliverable of favorable Financial Statements and KPI’s

Facilitated operational management of all 19 centers in Michigan market. Led and mentored up to 20 direct reports with 300+ indirect reports. Reviewed client’s business patterns to identify barriers to success. Exceeded budget expectations by a Net Income of $4.7M while managing daily operations for 19 centers in the Michigan market, and reduced overtime costs by $500K through leader education and comprehensive staffing analysis.• Consolidated two state micro-divisions into a unified team, implementing continuous process improvement initiatives to ensure all center leaders had a robust two-deep succession plan.• Identified new growth opportunities, organic and strategic expansion into white space. • Established performance metrics and provided strategic direction and education for direct leadership team.

Organized, coached, and supervised up to 18 direct reports virtually w 450+ indirect reports while remotely overseeing all operational and clinical KPIs for the centers. Retained strategic relationships w the healthcare administration of major hospitals in the Detroit area for building joint ventures between the company and hospitals.• Managed and negotiated trifecta deal involving M&A and joint venture of a 4-year negotiation hospital-based centers valued at $20M. Led strategic JV expansions and built strong relationships w 2 major Nephrology JV physician groups in greater Detroit area, while driving change within a large national organization and maintaining positive dyad physician relationships.•Strategically determined locations of 8 new joint venture dialysis centers in the greater Detroit area based on the ESRD population, supporting the company’s growth strategy, and increasing access to patient care.•Identified new growth opportunities, organic and strategic expansion into white space. •Improved Regional communication conducted quarterly center level town halls ensuring all teammates heard the same message from senior leaders.•Collaborated with the heads of Emergency Medicine to develop a process that minimized unnecessary ER visits due to patients who missed dialysis treatments helping create a system to prevent unnecessary Emergency Room visits ultimately enhancing patient care and customer service.• Improved Regional communication conducted quarterly center level town halls ensuring all teammates hear the same message from senior leaders.•Lead a salary and wage project for the divisional team consisting of 10 states, reducing payroll and overtime by $500K for the first 6 months of tracking.•Mentored new Directors hired within a 10-state regional area. Developed and lead a new Director two-day class to ensure all new Directors were properly onboarded and equipped to succeed. Implemented successful programs to improve Teammate retention.

Created strategic direction for Ambulatory, Primary Care and Specialty practices at St. John Hospital & Medical Centers, and Macomb-Oakland Hospitals, including Surgical Services, Pediatrics and all pediatric subspecialties, Women’s Health, and Endocrinology. Supervised and educated 10 direct reports, 170 indirect reports, and 110 senior staff physicians, fellows, and residents.• Led EMR conversion provided education to physicians, residents, fellows, and teams on Cerner’s ECare EMR.• Collaborated with the Program Director of Internal Medicine Residency to educate the residents on the new EMR conversion at mandatory Morning report. • Attained clinical and financial goals by collaborating with physician leadership, executive leadership, key physicians, department leaders, and associates. Surpassed budget yearly. • Successfully improved patient access – evaluated access demand and capacity, identified access opportunities, and recommended and implemented strategies to improve ambulatory and specialty access.• Drove savings by realizing Lean Six Sigma methods throughout practices within St. John Hospital and Medical Centers and Macomb-Oakland Hospitals of $200K.

Provided strategic direction for division of nursing and emergency department for Providence Hospital and Medical Centers. Collaborated with hospital executives as appropriate.

Partnered and collaborated with Providence Hospital and Medical Center associates, leadership, and board of directors to ensure achievement of business goals and foster enhanced organizational and financial effectiveness.