Faculty Member. Expert speaker to hospital conferences, Chief of Staff Bootcamps, and to healthcare system boards and medical staffs. Over fifty presentations to hundreds of hospital chiefs of staff, physicians, and board members on hospital finance for physician leaders, physician impact on profitability, physician integration, aligning physician and hospital incentives, the effect of Medicare Value Based Purchasing on hospital revenues, the effect of practice variability on profitability, profitability per unit of service, the effect of medical quality on profitability, healthcare economic trends, peer group benchmarking, understanding financial reports, and key performance indicators.
MedLeadership.com

Interim Chief Financial Officer of Regional West Medical Center the hospital component of Regional West Health Services, a $290 million, integrated, not-for-profit regional referral center serving Nebraska and Wyoming with a 182 bed hospital, Level II trauma center, and 1,800 employees, in Scottsbluff, Nebraska. Other services include a multi site physician clinic, an extensive multi state laboratory outreach service, and air ambulance service.

With recent turnover of new CEO and other executives, performed rapid takeover of hospital budget process with only eight weeks to submit budget for board review. Department managers were not included in budget process in previous year and were unfamiliar with modern approaches to budgeting and cost per unit of service. Repositioned budget thinking from a finance department focus to an operating department focus and cost per unit of service to improve operational efficiency. Evaluated non integrated hospital IT systems to obtain labor productivity and volume data that could be used on a real time basis to improve daily productivity. Developed a reporting system for daily labor cost management. Researched and recommended specific new financial budgeting and reporting system.

Responsible for wide range of departments: patient access, facilities, environmental services, security, food service, revenue cycle, emergency planning, safety, and employee health.
rwhs.org

Chief Executive Officer of Arch Health Partners (initially as interim Chief Financial Officer) an integrated 77 physician multi-specialty practice and California medical foundation with 12 locations, a $62 million budget and 450 employees in San Diego, California. Included 21,000 capitated member lives as part of a risk bearing organization. Part of Palomar Health, a $600 million, 3 hospital, district owned health system.

Rapid takeover of CFO office. Dramatically improved financial reporting, evaluated financial systems, structured business units, built trust with board of directors and with parent hospital system. Within only two months, established operating and capital budgets and had them approved by hospital district board. Developed a rich financial reporting package for board and senior management. Led the implementation of budgeting and decision support system. Despite numerous obstacles, in a financially troubled organization, led two back to back clean-up audits and obtained clean audit opinions. Interviewed candidates for permanent CFO position. Began restructure of managed care contracts and guided revenue cycle improvements in missed charges and aging accounts.

After promotion to Chief Executive Officer, began projects to expand practice to 160 physicians within four years. Restructured physician employment contracts, Negotiated contracts and hired physicians. Evaluated new locations, compensation methods, on-boarding process, and performance incentives.
ArchHealth.org and PalomarHealth.org

Interim Chief Financial Officer and Interim Vice President of Physician Services of this $290 million, district owned, 246 bed hospital with 2,000 employees, in Coeur d’Alene, Idaho. Capital budget of $23 million. Operations include Kootenai Hospital, three cancer centers, and five joint ventures with four urgent care centers, outpatient imaging facilities, MRI, outpatient surgery, radiation therapy, clinical laboratory services, and multiple physician clinics.

Key member of a team that generated a $20 million profit in 2011, a $5 million increase over previous year. Led the restructure of finance and accounting systems and implemented a strong budgeting and accountability process. All this was accomplished while the hospital completed a major hospital information system conversion.

Rebuilt revenue cycle to improve patient access, billing, and collections systems to generate an additional $12 million in cash. Took cash to an all time high and days cash on hand to an all time high of 215 days. Dramatically reduced days in accounts receivable from 78 days to 61 days. Led the implementation of provider based billing for radiology and cardiology services to increase bottom line profit by $2 million. Negotiated and restructured major payer contracts to increase revenue.
Responsible for implementing supply chain cost savings of over $1.5 million in bottom line savings, stabilizing control of over 120 inventories, and increasing physician participation in supply cost savings.

Assumed control and responsibility for information technology and clinical informatics departments. Led a behind schedule and under resourced project to a successful implementation of Meditech 6.0 as lead hospital for a four hospital and four county consortium. This included an electronic medical record, advanced clinical documentation, pharmacy, lab, and financial systems. Began building in-house clinical informatics and administrative support departments by insourcing what were previously outsourced services.

Key member of teams for acquisition of a 150 person cardiology group, an ambulatory surgery center, trauma call compensation, and strategic acquisitions.
KootenaiHealth.org

Interim Chief Executive Officer and Chief Operating Officer of Hollywood Presbyterian Medical Center, a $200 million, 1,500 employee, for-profit, 434-bed urban hospital in Hollywood, California. A subsidiary of Korean owned Cha Biotech and Cha Health Systems with five hospitals in Korea. 

Hired the Chief Financial Officer, built executive management team and developed clear financial reporting to earn trust of board, investors, management and physicians. Negotiated contracts for emergency physicians, hospitalists, and other services. Led building operations, physician relations, radiology, sub acute, pharmacy, information systems, legal, and marketing in a hospital that uses English, Spanish, Korean, Tagalog, Armenian and thirty other languages with a widely diverse cultural and ethnic staff and patient mix. Was spokesman in promotional videos and meetings, and as an expert on the CBS Evening News.
HollywoodPresbyterian.com and eng.chabio.com/co_chahs.asp

Interim Chief Financial Officer, Vice President of Physician Relations and Vice President of Business Development for Empire Health Services, a $300 million, 2,200 employee, 511 bed two hospital not-for-profit health system with four community based urgent care centers in Spokane, Washington. Deaconess Medical Center, Valley Hospital, First Care.

Performed rapid take-over for this near bankruptcy hospital system. Restructured financial systems, stabilized finances, and restored the trust of investors, bondholders, board members and employees. Identified and hired a replacement Chief Financial Officer, developed detailed service line profitability analysis, and negotiated new debt covenants. Hired physicians, and led crisis negotiations with surgeons for emergency department coverage. Led the development of a heart and vascular center and began organizing a specialty center in cancer care. Served as board representative to subsidiary Inland Northwest Health Services, a regional health information organization that provided information services and data systems to 36 hospitals from Alaska to California.
DeaconessSpokane.com and SpokaneValleyHospital.com and inhs.info.    Go to case study

Chief Financial Officer Consultant for Grupo Kimex, a $250 million and 5,000-employee international manufacturer of polymers, textiles and plastics in Mexico City. Provided mentoring and guidance to this international business. Identified and hired a Chief Financial Officer. Communicated extensively in Spanish.
Kimex.com.mx