Responsible for developing and executing the hospital’s strategy and operational objectives to meet the wellness and healthcare needs of south central Kentucky.Business Strategy• Developed market strategy for south central Kentucky.• Developed physician recruitment strategy to ensure full coverage and market growth.• Worked collaboratively with other hospitals in the region to develop emergency call coverage plan.Volume / Revenue Growth• Recruited new fellowship trained sports medicine physician to meet community need and grow outpatient orthopedic business.• Worked collaboratively with area nephrologists to meet community need and ensure full ED coverage model. Operational Effectiveness• Improved organization-wide from 95 to 105 percent productive.• Saint Joseph London one of 10 rural hospitals in Kentucky recognized for excellence in outcomes, and one of 12 recognized for excellence in patient satisfaction.• Achieved year over year 9% inpatient volume growth, 12% gross revenue growth.• US News and World Report high performing hospital for Heart Failure and COPD.

Lead strategic, operational and IT improvement projects in the public sector, as well as for businesses tangential to healthcare.

Responsible for developing and executing the hospital’s strategy and operational objectives toward the realization of excellent, personalized, economical health care. Business Strategy• Developed the strategy and process for a partner selection, guided the community Board through the process, and achieved a favorable member substitution agreement and successful, on-time transaction closing which transitioned Parma Community General Hospital to UH Parma Medical Center.• Improved the Foundation’s performance by moving from a culture of fundraising to philanthropy.• Implemented innovative physician alignment programs, including co-management and practice leases.Volume / Revenue Growth• Doubled urology revenue and increased margin by implementing robotic assisted surgery and the region’s first fully 3D operating suite, recruiting a world-class director of robotic surgery, and orchestrating an innovative marketing program.• Increased year-over-year orthopedic procedural volume by recruiting additional orthopods, renovating and reengineering the joint replacement unit, and targeted marketing.• Grew outpatient diagnostic procedural volume by developing a new on-campus outpatient center and acquiring 2 competing centers.• Expanded physical therapy market through partnerships with the YMCA and community recreation centers.Operational Effectiveness• Achieved recognition for quality service including HealthGrades Ohio’s best hospital for interventional cardiology services; The Joint Commission Gold Seal of Approval™ for Primary Stroke Centers and Joint Replacement; Becker Healthcare Review Top 20 Community Hospital. • Achieved multimillion dollar improvement in net operating income in first full year as CEO.• Generated supply chain annual savings over $1 million by founding the Community Health Collaborative, an innovative organization of a three independent hospitals and a large independent practice association.

Responsible administratively for all hospital operating departments, including nursing, and service lines. Reported to the CEO, managed 8 functional vice presidents, a staff of 1,200 healthcare professionals, and a $160 MM budget.• Negotiated agreement with the Cleveland Clinic that sustained a steady cardiothoracic surgery volume at the hospital while the Northeast Ohio market was shrinking more than 5 % annually.• Expanded the hospital’s non-invasive spine and pain center by negotiating an agreement with University Hospitals that grew spine surgery.• Grew OB volume by implementing a neonatal first responder program, in affiliation with University Hospitals, and recruiting independent physician group.• Expanded market presence and share by establishing 3 convenient care clinics (Community Express Care) in partnership with Discount Drug Mart.• Named one of HealthGrades 50 Best Hospitals in America.

Responsible for the Information and Communication technology departments, as well as administrative responsibility for the Pharmacy, Purchasing, Central Sterile Supply, Health Information Systems, and Security departments. Reported to the COO, managed 7 functional leaders, a staff of 200, and $20 MM budget.• Improved operating income by executing a one-year financial turnaround strategy focused on revenue enhancement and strategic cost reduction.• Implemented Northeast Ohio’s first hospital-wide Vocera wireless communication system that improved both patient care and productivity.• Developed the area’s first bedside medication verification system with demonstrated improvement in safe drug administration.• Improved labor productivity through the implementation of time and attendance, scheduling and decision support technologies.

Responsible for the Information and Communication technology departments. Reported to the COO, managed 4 functional leaders, a staff of 40 technology professionals, and a $3.3 MM budget. • Twice named a “100 Most Wired Hospital” designation by the American Hospital Association.• First area hospital to implement hospital-wide wireless infrastructure.• Implemented and integrated multiple clinical and financial information systems.

Top IT leader with responsibility for strategic and operational planning for the Information Systems, Telecommunications, and Biomedical Engineering departments. Reported to the CFO, managed a staff of 45, and a $3.3 MM budget.

Strategic and operational planning for the Information Systems department. Reported to the CFO, managed a staff of 20, and a $2.3 MM budget.

Reporting to the CEO, responsible for the planning and execution of all financial and operational audits; developed and presented reports to the Board.

Responsible for planning, performing and administering technical and operational reviews; provided system development and control consultation to MIS management. Developed micro and mainframe audit tools. Provided direct MIS support for Audit department.

Planned and performed audits of banking applications, data centers, data security and system development life cycle.