Conducted site visits to small rural market facilities in Texas,Arkansas and Louisiana. Provided direction and consultation on strategic plans, volume building and operations – Served as Interim CEO Sparks Health System – Fort Smith, ARAccomplishment:* Implemented daily safety huddle

The overall operations of a 326-bed Joint Commission Accredited General Acute Care Hospital. Net Revenues of $280 million and EBITDA percentage of 21.1%. Duties include: medical staff development; physician relations; employee recruitment and retention; development and implementation of strategic plan; building of community support; and, financial well-being of facility.Accomplishments:• Increase the hospital’s net patient revenue by 19.7% to a Net Revenue of $280 million;• Improve the operating margin by 14% (EBITDA margin of 27.8%);• Increase core measure performance to 99.8% overall compliance; • Reduce throughput in the Emergency Department (1 hour) and decrease the amount of AMAs/LWOTs;• Improve the hospital’s Joint Commission S3 score from 777 in 2009 to 16 in 2013;• Oversaw the construction of $22.5 million ED addition and ICU expansion;• Recruited 17 physicians to the community;• Development of Certified Bariatric program;• Implemented a Hospitalist program;• Increase employee satisfaction to 53% very satisfied - facility was recognized by HealthStream for 3 straight years for the highest employee satisfaction in the large hospital category.

The overall operations of a 99 bed Joint Commission Accredited General Acute Care Hospital. Net Revenues of $103 million and EBITDA percentage over 20%. Duties include: medical staff development; physician relations; employee recruitment and retention; development and implementation of strategic plan; building of community support; and, financial well-being of facility.Accomplishments:. • Develop a strong working relationship with the medical staf• 32.5% increase in inpatient admissions;• Implementation of a hospitalist program;• Recruitment of 29 providers to the community; • Overhauled the cardiovascular program resulting in growth of cardiac cath lab volume by 122% and the open heart surgical program by 77%; • 83% improvement in facility’s EBITDA to over $33 million

The overall operations of a 150-bed Joint Commission Accredited General Acute Care Hospital. Net Revenues of $36 million and EBITDA percentage over 20%. Duties include: medical staff development; physician relations; employee recruitment and retention; development and implementation of strategic plan; building of community support; and, financial well-being of facility.Accomplishments:The facility was facing serious quality concerns; TMF was in the process of removing the facility from participation in the Medicare program upon my arrival. The majority of the medical staff was employed by Covenant out of Lubbock and the facility was facing outmigration to Midland. I was able to develop and implement a corrective action plan that removed the TMF threat of Medicare denial; recruit 9 physicians to the community; increase market share; improve public perception of the facility; and reduce employee turnover from 57% to 20%.

The overall operations of a 49-bed Joint Commission Accredited General Acute Care Hospital and a 102 bed nursing home. Net Revenues of $29 million and EBITDA percentageover 17%. Duties include: medical staff development; physician relations; employee recruitment and retention; development and implementation of strategic plan; building of community support; and, financial well-being of facility.Accomplishments:* Recruited 6 physicians to the community;* Increased primary market share from 35% to 55%;* Grew admissions grew 39%; * Increased surgeries 42%;* Accomplished a $3.8 million turnaround.