•DuBois is a 330 bed hospital, 3 campuses: West, East and Clearfield. +$530M net revenue, +2,600 employees, oversee network of +350 employed providers, +180 outpatient clinics and ASCs, Trauma II, NICU III.

•Baptist is a 190 bed hospital (54 Level IV NICU). +$375M net revenue, +233k clinic visits, +9k surgeries, +30k Emergency visits, +3,900 deliveries, +180 physicians and APPs, +1,700 colleagues. Achieved highest levels of inpatient, clinic visits, surgery and imaging volume•Direct oversite of +40 Primary Care & Specialty Clinics, Surgery, Imaging, Cath Labs, Lab, Respiratory Therapy, Facilities, EVS, Food Services and Security•Lead campus through COVID pandemic as Command Center Chief overseeing new workflows: doubling ICU capacity, temperature screening stations, public testing and vaccination clinics•Oversee +$50M in campus construction expansion and upgrades of facility•System Executive sponsor for EVS and Respiratory Therapy Service lines and campus Executive sponsor for African American workforce group to advance diversity and inclusion

•DRMC is a joint-venture between Mount Carmel Health System (Trinity Health) and Fairfield Medical Center (Lancaster, OH). The hospital was founded in 2008, +$30M annual operating income. +30k Emergency room annual visits. Hospital is Acute-Stoke Ready credentialed, Women's health services, Primary Care, Orthopedics, Pulmonary, PT, Dermatology, Pain Management, Neurology and Cardiology practices•Responsible for campus operations and strategic direction, Board of Directors and Medical Staff relations, patient and colleague satisfaction and financial performance•DRMC has +90% patient satisfaction. Exceptionally strong operating margin of 48%.•Development of Inpatient Substance Abuse Treatment and Tele-Neurology programs achieving record level inpatient and outpatient volumes•Lead successful tri-annual Joint Commission hospital recertification process March 2019•System Executive Sponsor for Diversity and Inclusion Leadership Council

•Site CFO, responsible for financial leadership of two campuses with over $365M annual operating income, 385 beds, +2,000 colleagues, Level II trauma center with +95k Emergency Room visits and +40 medical specialties•System multi-campus financial operations responsibility: Laboratory, Rehab, Pharmacy, Pain Management, Graduate Medical Education programs and Oncology Service Lines•Improved Operating Margins from a historical (3.8%) to 3.4%. Resulting in the best financial performance in over 26 years. Grove City Campus financial operations achieved Operating Margin of 45%, ahead of plan by $12.5M•Finance Executive lead on +$450M construction expansion of full service green field hospital: 210 bed facility, Medical Office Buildings and Ambulatory Surgical Center•Campus oversite of +90 colleagues; Accounting, Clinical Documentation Improvement, Patient Registration, Health Information Management, Case Management and Surgical Services. FY18 Colleague Engagement power scores in areas increased by 5.3%•Prepare proformas for new projects, major capital expenditures and proposed changes in the organizations operations. Improved LOS 6.5%, Productivity 3.4% and reduced cost per CMAED by 1.5% through implementing Muli-Disiplanary Rounding

•Directs development and ongoing management of decision making tools with dashboards and other strategic indicators. Conducts financial analysis in support of operational and strategic decision making•Oversees development of five year financial plan, integrating strategic and business plans and provides input during annual budget process•Responsible for all reporting needs for $130M budget, 13 Divisions and over 165 Principle Investigators•Evaluates and makes recommendations to senior leadership related to facility expansion, recruiting, technology acquisition, and other major projects

•Comprehensive grant management of $12M annually. Including proposal and budget preparation, submission and monitoring grant expenditures monthly for 23 Faculty•Manage staff of 26 employees (5 direct reports, 21 indirect reports)•Clinical Operations oversight – over 5,500 patient visits in FY12•Liaison for the division with regard to Strategic Services, Human Resources, Payroll, Research Accounting and Sponsored Programs•Establish and communicate divisional policies and standard operating procedures to administrative and research personnel, anticipate personnel needs and coordinate recruitment, training, and continuing education

•Created budgets for two departments, with a total of $5.5M dollars•Proton Beam Therapy business analysis, vendor selection and governing structure, in efforts to build a $200M dollar facility•Physician Satisfaction survey, analyzed and reported results to senior executive team, clinical department heads, selected to work with the Chief of Staff to improve the single greatest loss of satisfaction•Quality improvement work within the CICU, reducing drug errors through process standardization