Director of Quality and Risk Manager

• Sep 2023 - Present

Provider Quality Liaison: Specialty: FQHCs

• Jun 2019 - Sep 2023

Assist FQHCs with their HEDIS / UDS quality metrics. Assist FQHCs with their HEDIS / UDS quality metrics.

Practice Administrator

• May 2018 - May 2019

Suburban Pediatric Associates is a large specialty group practicing in the Greater Cincinnati area. Suburban has 20 providers, 15 doctors and 5 mid-levels, all supported by a staff of approximately 40 dedicated professionals. Suburban is committed to becoming the leader of Pediatric Groups in the greater Cincinnati Area. I have the great pleasure of improving Operations and Efficiencies, while developing a financial plan to meet the goals of the Partner's. Suburban Pediatric Associates is a large specialty group practicing in the Greater Cincinnati area. Suburban has 20 providers, 15 doctors and 5 mid-levels, all supported by a staff of approximately 40 dedicated professionals. Suburban is committed to becoming the leader of Pediatric Groups in the greater Cincinnati Area. I have the great pleasure of improving Operations and Efficiencies, while developing a financial plan to meet the goals of the Partner's.

Executive Administrator

• May 2015 - May 2018

Crescent Women’s Medical Group is a private practice staffed solely by female practitioners committed to providing quality health care for women of all ages. Our practice provides a full range of gynecological services. Crescent Women’s Medical Group is a private practice staffed solely by female practitioners committed to providing quality health care for women of all ages. Our practice provides a full range of gynecological services.

Practice Manager

• Sep 2014 - Feb 2015

Louisville Gastroenterology Associates is a division of Gastroenterology Health Partners. LGA has been providing quality gastroenterology care to the Greater Louisville Area for over 20 years. Louisville Gastroenterology Associates is a division of Gastroenterology Health Partners. LGA has been providing quality gastroenterology care to the Greater Louisville Area for over 20 years.

Interim Administrator

• Nov 2012 - Mar 2014

As the administrator I provide leadership to a team of clinical and business professionals, focused on clinical quality outcomes, labor efficiencies, supply chain management, volume growth drivers and revenue cycle optimization. Bidwell employs a staff of 23 administrative and clinical specialists and performs over 3000 procedures a year with a 98% patient satisfaction rate. Working with the physicians, growth occurred by a better payer mix of procedures performed and improved revenue… Show more As the administrator I provide leadership to a team of clinical and business professionals, focused on clinical quality outcomes, labor efficiencies, supply chain management, volume growth drivers and revenue cycle optimization. Bidwell employs a staff of 23 administrative and clinical specialists and performs over 3000 procedures a year with a 98% patient satisfaction rate. Working with the physicians, growth occurred by a better payer mix of procedures performed and improved revenue collections. A physician friendly block schedule allowed for better scheduling of patients. Show less As the administrator I provide leadership to a team of clinical and business professionals, focused on clinical quality outcomes, labor efficiencies, supply chain management, volume growth drivers and revenue cycle optimization. Bidwell employs a staff of 23 administrative and clinical specialists and performs over 3000 procedures a year with a 98% patient satisfaction rate. Working with the physicians, growth occurred by a better payer mix of procedures performed and improved revenue… Show more As the administrator I provide leadership to a team of clinical and business professionals, focused on clinical quality outcomes, labor efficiencies, supply chain management, volume growth drivers and revenue cycle optimization. Bidwell employs a staff of 23 administrative and clinical specialists and performs over 3000 procedures a year with a 98% patient satisfaction rate. Working with the physicians, growth occurred by a better payer mix of procedures performed and improved revenue collections. A physician friendly block schedule allowed for better scheduling of patients. Show less

Executive Administrator

• Sep 2011 - Feb 2012

Practice Management Duties: Assisted in a move to a new location. Oversaw purchasing of new furniture, new electronics, phones, pa system and all needs for a new location. Human Resources: Developed Employee Handbook, Chain of Command, Job Descriptions, and all staff issues. Compliance: Developed Billing and Compliance Manual. Practice Management Duties: Assisted in a move to a new location. Oversaw purchasing of new furniture, new electronics, phones, pa system and all needs for a new location. Human Resources: Developed Employee Handbook, Chain of Command, Job Descriptions, and all staff issues. Compliance: Developed Billing and Compliance Manual.

Practice Manager

• Jul 2003 - Aug 2011

Responsible for move of Pain Alternatives, Inc. from previous office in North Dayton to present office. Duties including writing the business plan, negotiating with the bank for the loans, negotiating with the architect and construction company for build out of office space, incorporated audio/visual and computer hardware into office space, negotiated contracts for new furniture and rehabilitation equipment, and coordinated move and expansion an all levels. Responsible for the expansion of… Show more Responsible for move of Pain Alternatives, Inc. from previous office in North Dayton to present office. Duties including writing the business plan, negotiating with the bank for the loans, negotiating with the architect and construction company for build out of office space, incorporated audio/visual and computer hardware into office space, negotiated contracts for new furniture and rehabilitation equipment, and coordinated move and expansion an all levels. Responsible for the expansion of Pain Alternatives, Inc. Directed by the Board of Directors to add therapy and massage components to the already existing business matrix of Osteopathic Manipulative Treatment. This was done in conjunction with the move to the current location in Beavercreek. Show less Responsible for move of Pain Alternatives, Inc. from previous office in North Dayton to present office. Duties including writing the business plan, negotiating with the bank for the loans, negotiating with the architect and construction company for build out of office space, incorporated audio/visual and computer hardware into office space, negotiated contracts for new furniture and rehabilitation equipment, and coordinated move and expansion an all levels. Responsible for the expansion of… Show more Responsible for move of Pain Alternatives, Inc. from previous office in North Dayton to present office. Duties including writing the business plan, negotiating with the bank for the loans, negotiating with the architect and construction company for build out of office space, incorporated audio/visual and computer hardware into office space, negotiated contracts for new furniture and rehabilitation equipment, and coordinated move and expansion an all levels. Responsible for the expansion of Pain Alternatives, Inc. Directed by the Board of Directors to add therapy and massage components to the already existing business matrix of Osteopathic Manipulative Treatment. This was done in conjunction with the move to the current location in Beavercreek. Show less

Office Manager

• Aug 1998 - Jul 2003

Oversaw daily operations of a retail business. Responsible for development of 5 year Business Plan for Max's Jewelers and Loan Company. The goal was positive cash flow at the end of the plan. The plan had a multi pronged approached, which included restricting funds for non-revenue producing collateral and pawning items that instead have high revenue value. Oversaw daily operations of a retail business. Responsible for development of 5 year Business Plan for Max's Jewelers and Loan Company. The goal was positive cash flow at the end of the plan. The plan had a multi pronged approached, which included restricting funds for non-revenue producing collateral and pawning items that instead have high revenue value.