Denver, Colorado, United States
Experienced healthcare executive with proven track record of driving organic and in-organic growth strategies to create enterprise value. Over 15 years of experience in strategic transformations, M&A, commercial strategy, and go-to-market execution. Extensive background in multi-site healthcare concepts, private equity value creation, and health system strategy. Proven people leader with a strong emphasis on team development and professional growth.
Lead commercial strategy, growth, real estate, and business operations across Western's portfolio of 350+ veterinary hospitals nationwide.
Lead corporate development, strategic partnerships, and commercial strategy across TAG’s retail health platform of dentistry, urgent care, veterinary, and medical aesthetics brands. Serve as an executive partner to the leadership team for growth, planning, and commercial initiatives. Representative work includes: • Developed the investment thesis and led strategic sourcing for TAG’s fifth retail health platform, resulting in the successful acquisition of a $100M, 22-unit veterinary business; currently planning for national expansion • Led integration efforts for a $150M, 55-unit urgent care acquisition, identifying and executing on over $12M of synergies including corporate cost reduction, top line growth, unifying supply chains, and systems integrations • Sourced and executed the acquisition of a specialist group for WellNow Urgent Care to jumpstart its ancillary care expansion, creating an immediately accretive business and launch point for expansion in the Midwest • Led the formation of a Joint Venture partnership with an industry-leading technology manufacturer to create next-generation 3D printing technology; resulted in strategic exclusivity to proprietary technology and $5M in cost savings over a 5-year contract • Formulated the strategic centralization and production offshoring of Aspen Dental’s marquee product line, resulting in pro-forma savings of roughly $10M annually, a 28% EBITDA expansion • Lead strategic planning across brands, putting in place objectives and key results to drive strategic and financial outcomes on an annual and 3-year basis
Management consultant leading client engagements focused on strategy and performance. Representative work includes enterprise strategy plan creation, merger & acquisition facilitation, go-to-market planning, strategic options evaluations, and operational performance improvement. • Led the development of a nationwide go-to-market strategy for a partnership between a Fortune 500 retailer and a national primary care provider seeking to enter 30 markets in 5 years; strategy included a national market prioritization, in-depth market assessments, and tailored go-to-market strategies • Conducted a 5-year enterprise strategic plan and operational performance assessment for a 3-entity hospital joint venture in Virginia; identified approximately $30M (9%) of spend in cost saving opportunities in labor and non-labor functions; formulated a growth plan to achieve 40% revenue growth and 170% EBITDA growth over 5 years • Designed and planned a statewide expansion of an academic medical center’s cancer program; included a technical and programmatic assessment, strategic affiliation recommendations, and detailed implementation plan to reach one third of the statewide addressable market
• Facilitated a strategic options exploration for the Board of Directors of a $2.5bn health plan in New York resulting in a recommendation for horizontal merger with a regional health plan to achieve administrative savings, operational synergies, and increased market leverage • Developed the operational business case and financial pro-forma for a joint venture between a $200M community hospital and a $9bn academic medical center in the Midwest; resulted in the successful consummation of the deal and nearly 100% volume increase • Led the negotiations for the acquisition and strategic transformation of an $800M community hospital by a regional health system; assessment included operational, financial, and political feasibility studies
Directed operational performance analytics and owned P&L responsiblities for one third of U.S. operations, worth $6.0 billion in hospital NPR under management, with a team of 12 finance professionals in the U.S. and India. Devised and employed a set of key performance indicators at a leading regional hospital system to measure revenue cycle outcomes, based on industry benchmarks. Metrics included revenue optimization, patient access, claims adjudication, and AR management measures. Led multiple initiatives for corporate strategy, prospective customer engagements, contractual legal proceedings, and other ad hoc analytic projects for C-level management.
Implemented operational systems and performance tracking tools successfully on budget in under one year at a leading $5.0 billion NPR, 23 hospital system and a $350 million NPR, 300 clinic medical group. Responsible for communicating financial results both internally and externally to client finance directors and CFOs Conducted internal financial statement reporting, client invoicing, Sarbanes‑Oxley compliance, and financial audit functions
Implemented customized financial planning models and reporting tools for over a dozen leading hospitals and health care systems across the United States, from standalone hospitals to multi-billion dollar regional systems Advised clients in the revenue and expense forecasting process for both 12-18 month and 5-10 year plans. Projections included volume and reimbursement forecasts, staffing and supply levels, capital project expenses, debt issuance, and balance sheet assumptions Contributed cross-functional work to operating budgeting, capital planning and tracking, and managerial reporting projects. Innovated functionality for clients to tie disparate modules together to create operationally holistic forecasts