Responsible for P&L, strategic direction and business unit functions of a newly formed operating unit focused on Payment Integrity for payer and provider healthcare claims. Emdeon is focused on value add technology and BPO services adjacent to its core claim transaction business. Payment Integrity is a key priority for Emdeon with three recent acquisitions and business unit investments focused on expanding value for over 1,000 customers. Key offerings of the $80M high growth business include fraud and abuse predictive modeling technology, and BPO investigative services, audit and recovery services, clinical integrity technology for providers and payers, third party liability, as well as contract management technology and services.

P&L responsibility for the $120 million hospital and health system business including overall management, strategic direction, customer service operations, sales and consulting services for the hospital and health system market. Thomson Reuters healthcare management decision support business is a leading provider of marketing and planning, as well as operational and clinical performance improvement solutions for healthcare delivery systems. Recruited in 2006 subsequent to the decision to; Rebuilt senior management team, reorganized sales and customer service deliver organizations, and focused company on growth, operational excellence and margin expansion initiatives. Completed an additional successful acquisition and integration increasing market share and adding synergistic software solutions for government-operated hospitals. Specific accomplishments include:Revenue: From 2006 through 2008 revenues increased from $105.7 million to $118.9 million, representing a compound annual growth rate of 4.0% in tough economic times for healthcare providers.EBITDA: Continual margin and free cash flow expansion from 2006 to present.Services: Through internal development and acquisitions, the management decision support business was able to consolidate merged company product offerings, significantly expand its clinical performance improvement solutions for healthcare system clients and build a sizable consulting practice.Positioning: The organization was re-positioned as a full service performance improvement company for large and medium sized hospital and health systems. The company repositioned its hospital planning business as tough economic times emerged "from building beds to filling beds" as strategy which provided growth opportunities for the business.

Responsibility for the strategic plan development and execution as well as strategic and tactical marketing of this privately held company. HealthPort (formerly Smart Document Solutions/SDS) is a leading provider of technology solutions and comprehensive business management services for health information, practice, and revenue cycle management to hospitals and physicians in the United States. Recruited to lead the strategic planning and growth process and provide leadership support for subsequent acquisition integration.Specific accomplishments include:Implemented a new product planning process with stage gate product management. Developed and implemented new brand identity for newly formed merged organization.Strategic plan developed with first year but not executed due to venture-backed owner Arcapita Venture Group decision to divest of its healthcare portfolio.

Executive leader and officer of a publicly traded company $500 million. Responsible for developing and implementing a three-year strategic plan for a transcription and speech recognition business. Senior leader of strategic and tactical product management, marketing and public relations. Recruited as a senior management turnaround team member for a troubled transcription business. Specific accomplishments include:Implemented product management operating mechanism to review product investments based on business case and return on capital.Increased newly introduced product revenue as a percentage of total business from 3% to 10% in twelve months.Company spokesperson for public relations statements for media, investor and customer relationsBoard member for strategic investments in other companies.Negotiated and managed international speech recognition technology partnership.

Senior leadership role for a publicly traded $80 billion managed and insured medical services business. Ingenix, a $1.5 million healthcare information business, serves government, employer, payer, pharmaceutical (under the name I3) and provider markets. Senior executive responsible for strategy planning, business partnerships and corporate marketing strategy. Company liaison and senior leader representing Ingenix for its relationship with United Health Group.Specific accomplishments include:Senior leadership and diligence coordinator for over $750M in capital invested for acquisition of twenty-six companies in payer, provider and CRO markets. Revenue growth from $200 million in 2001 to $800 million in 2004Managed acquired company integration process into Ingenix business.Senior leader of direct electronic medical claim submission project, which was executive sponsored by the COO of United HealthGroup.Negotiated international clinical evidence content agreement on behalf of United HealthGroup and IngenixNegotiated business partnership arrangements with HIS vendors and other distribution partnersResponsible for strategic and tactical marketing for Ingenix business unit.

of hospital and physician product and service portfolio, which included healthcare information, consulting and software. Responsible for strategic direction, sales, marketing, product management and customer service for revenue cycle solutions provided to large academic health systems. Specific accomplishments include:Revenue; revenues increased from $10.2 million to $37.7 million, representing a compound annual growth rate of 30% (15% acquisition, 85% organic) for healthcare providers. EBITDA: Continual margin and free cash flow expansion.Services: Through new product innovation and acquisitions the company consolidated its consulting services offerings, significantly expand product offerings to enable customers to improve regulatory and commercial payer compliance. Positioning: The company was re-positioned as a full service revenue cycle performance improvement company for top tier physician groups. Senior Leadership: Member of the management team during an IPO process (Medicode, Inc.) prior to acquisition by United HealthGroup.

Completed integration sixteen department separate financial and revenue cycle departments into on newly formed entity with a clinical enterprise of $350 million.Improved overall cash collections by 10% in one year for most of the clinical enterprise.Senior leader for 300 member team who managed contracting, revenue cycle and financial operations of the practice plan. Executive responsible for representing the practice plan interest with Washington University School of Medicine as well as BJC HealthSystem.Reporting to the Vice Chancellor of Financial Affairs.

Academic physician clinical enterprise, responsible for all aspects of financial operations and cash collections for $250 million operation.Reporting to the CEO of the Duke Practice PlanImproved cash collections by 30% while in leadership role.Implemented innovative automated cash collection processesSenior leader for clinical and financial data analysis for nineteen clinical departments.Negotiations with health plans for practice plan network contracts.Managed and reported to the Department Chair and Practice Plan Board relationships for financial aspects of the clinical enterprise.