Planned, organized and led transformational change of large 300 bed Catholic healthcare facility from a traditional inpatient model of care to an ambulatory model of care.Developed turnaround plan and subsequently served as interim CEO until new team recruited.Engaged as interim CEO in rural hospital in mid-West doing a turnaround that included stabilizing and enhancing medical staff and community relationships and in colleague development.Results included improved volumes and increased operating margin. Clients include one of the largest Catholic healthcare systems, a large New England investment banking firm and a large healthcare consulting firm.

Led successful transition from not for profit Catholic healthcare system to purchase by large investor owned healthcare system. Hospital is the 4th largest hospital in Idaho and serves as the regional referral center for the north central part of the state providing interventional cardiology, interventional radiology, in and outpatient cancer treatment, in and outpatient psychiatric services and a broad array of other needed services for north central Idaho, eastern Washington and northeastern Oregon.

Led successful operational and financial turnaround and pre and post acquisition integration of 288 bed hospital into CHI St. Vincent system. Hospital is a regional referral center providing open heart and Level II Trauma services to SW Arkansas, NW Louisiana and East Texas. System employees 125 physicians. Results include: - Successfully turned around hospital such that hospital had sustained positive net operating income for the first time in 5 years - Led planning and implementation of reduction in force in order to ensure financial and operational sustainability - Successfully stabilized and grew physician inpatient admissions by 8% and outpatient visits by 3% over prior year - Grew ED visits by 9.6% over prior year - Led transition to new Anesthesia group

National Examiner.Volunteer role.Analyzed a number of leading health care organizations for operational effectiveness and for excellence in patient care and service. The Baldrige examination is a rigorous and detailed endeavor provided to help improve the competiveness of American businesses on the world stage.

Leadership responsibility for a complex, 400+ bed health care system serving Northeast Georgia as a regional referral center for cardiology, neurosciences, orthopedics, women's health and GI services. Planned and led operational and financial turnaround of this multi-facility health care system. Facilities included a 200-bed acute care hospital, a 120-bed LTC facility, a 100-bed retirement village, a large freestanding Outpatient and Wellness Center, and the largest home health and hospice service in NE Georgia. Selected as the Official Health Care Provider for the University of Georgia Athletic Association. Recipient of 2006-2007 Award as Large Hospital of the Year by Georgia Alliance of Community Hospitals. Recognized by the Partnership for Health and Accountability as having the Highest Overall Quality of any hospital in Georgia in 2006. Quality improvement initiatives resulted in national quality recognition by CMS In 2007, recognized by HealthGrades as one of the top 5% of the hospitals in the nation for Patient Safety and for Joint Replacements. Featured in March 2008 issue of AHA's Trustee magazine for quality initiatives.Planned and initiated numerous new services such as north Georgia's only Certified Stroke Center, north Georgia's only Certified Center for Heart Failure, Neurosciences Center of Excellence, High Performance Arthroplasty Center, Interventional Cardiology, Cardiac Arrhythmia Center, Electrophysiology Lab, Bariatric Surgery Center and area's only Acute Rehab program. Created several physician-hospital integration initiatives to include employment of primary care physicians and cardiologists Planned and completed $45 million expansion program. Grew admissions by 21% from 2003 to 2007. Grew market share by 2+% per year. Selected to serve as a member of the Dean's Committee to create new medical school in Athens as part of Medical College of Georgia and the University of Georgia.

Partner in the Health Care Consulting practice with responsibility as the national account leader for several major national multi-hospital systems. Served as senior Partner on many client engagements requiring large scale and significant organizational change, to include development of system wide strategic initiatives to turnaround and improve operational performance for large multi-hospital systemPlanned, designed and implemented the merger of a large community hospital with a large faith based hospitalLed turnarounds of several acute care hospitalsDeveloped performance improvement initiatives for several academic medical centersLed post merger integration of combined facilities with a faith based system to enable the overall enterprise to function efficiently and profitably. Served as the Partner responsible for all target account work for Florida, leading the Florida target account executives to significantly higher sales level each year. Sold $15 million in new consulting work last year with firm.

311 bed acute care hospital. Led this flagship investor owned hospital to record growth and earnings. Pre-tax profits/ EBDITAFY 93 $15,900,000 $23,500,000FY 92 $14,950,000FY 91 $10,750,000FY 90 $9,822,000 $12,000,000 Operating margins averaged 16%.Working closely with medical staff, initiated a number of new services to include first laparoscopic hysterectomy in Florida, first meniscus transplant in Florida, state-of-the art cardiac cath lab, cardiac/pulmonary rehab program, home health program, chronic fatigue program, endoscopic sinus surgery program, acute and chronic pain management program, and chest pain ER. Developed and chaired consortia of five area hospitals to form first managed care alliance in Tampa/St. Petersburg market. Initiated $25 million construction program. Led cost saving initiatives resulting in FTE/AOB level of 3.97 and standardized ortho prostheses and cardiac supplies while maintaining high patient satisfaction and medical staff satisfaction levels.