Brentwood, Tennessee, United States
Energetic, charismatic financial leader who assembles and leads high performing teams to new levels of excellence in all aspects of hospital operations. Executes financial improvement plans to reduce AR, improve GPO compliance, optimize labor expense and increase operating margins with common sense process improvements. Expert at preparing financial statements, analyzing trends and devising enduring solutions to operations challenges. e-mail: [email protected] voice / text: 615-496-7094 -- Turnaround Specialist: Generated cumulative $35M in financial improvement across six facilities in record time. Skillfully managed attrition and renegotiated agreements with key vendors and managed care organizations, while strengthening accountability for department leaders. -- Operations Expert: Improved operating margins 50% on average at 10 organizations by launching new service lines, fine-tuning charge masters and reducing payment denials and bad debt expense. Developed enduring solutions that address root cause of business challenges. * Strategy * Leadership * Change Management * Coaching * Counseling * Process Improvement * Business Planning * Budgeting * Service Line Profitability * Revenue Cycle * Supply Chain * Vendor Management Please contact me at 615-496-7094 to discuss financial leadership opportunities.
Agile, decisive and growth-focused financial leader credited with accelerating performance of acute care hospitals, behavioral health facilities and multi-site health systems nationwide
Recruited to serve as strategic adviser on finance and operations to leaders of 18 client organizations in eight-state region—South Dakota, Minnesota, Wisconsin, Iowa, Nebraska, Colorado, Oklahoma and Kansas. Client base included Critical Access Hospitals, Prospective Payment Hospitals, physician clinics, home health agencies, nursing homes and retail pharmacies ($2M in contract fees). Managed 10 direct reports responsible for $350M in client hospital revenue.
Provided daily financial leadership at 15 facilities in a new four-state region—Georgia, Virginia, North Carolina and South Carolina—including system’s largest residential treatment center (120 beds) and its two largest acute psychiatric care facilities (200 beds). Coordinated reporting of key operating metrics, guided facility management teams and performed semi-annual internal control reviews. Managed eight facility CFOs (2,400 FTEs) and $120M annual operating budget.
Provided interim CFO leadership services to for-profit and not-for-profit health systems, as well as consulting on a project basis in the areas of finance, accounting and process improvement.
Brought in to strengthen financial performance at three medical-surgical hospitals, with oversight expanding to 13 facilities during tenure. Led corporate initiatives involving reimbursement enhancement, expense reduction and productivity management. Performed due diligence for medical-surgical hospital acquisitions. Served on corporate Ethics and Compliance Committees. Managed three direct reports.