Experience

Community First Health Centers

• United States
• Medical Practices
• 1 - 100 Employee

• Director of Practice Operations

  • Jun 2021 - Present



Independent Consultant

• Business Consulting

  • Sep 2019 - Present

  Responsible for developing comprehensive strategic and tactical business development, marketing, and communication plans for clients across various sectors to achieve or exceed targeted goals for growth, enhance public interest, raise awareness, and to identify and cultivate key constituents. - Government Relations (Michigan House of Representatives Candidate on the ballot for November 2020 Election): Responsible for developing campaign strategy and collateral, event planning and execution, networking, and for identifying and engaging with key constitutes.- Private School: Responsible for developing comprehensive marketing and communication plans to increase awareness and enrollment resulting in a 10 percent increase in student enrollment.- Healthcare Organization: Developed a comprehensive business development, marketing, and communication proposal for client to achieve their desired goals for fund raising and consumer engagement.



PHYSICIAN HEALTHCARE NETWORK, PC

• United States
• Medical Practices
• 1 - 100 Employee

• Chief Operating Officer

  • Feb 2019 - Aug 2019

  Responsible for providing strong leadership and administrative oversight for a multi-specialty physician network (digestive disease, emergency medicine, family medicine, general surgery, hospitalists, internal medicine and pediatrics), including more than 250 employees, 30 physicians and 25 mid-level providers. Planned, directed, executed and evaluated strategic and operational direction for 10 practices located across three markets.- Performed detailed operational analysis utilizing Medical Group Management Association and best practice guidelines to identify operational efficiencies to result in a $1.2M to $2.2M increase in revenue annually for each physician practice. - Developed strategic quality initiatives which included participation in new programs and the implementation of operational improvements resulting in a $1M increase in annual revenue. - Responsible for the development and successful execution of capital and strategic plans which included defining goal frameworks, metrics, and performance thresholds. - Provided direction and oversight for the development of detailed fiscal and operational reporting processes to ensure both operational and financial targets were achieved or exceeded. - Capitally restructured the network by way of eliminating and/or consolidating accounts which resulted in increased investment income, a reduction in annual fees, and significantly improved financial controls. - Identified gaps in information technology infrastructure and eliminated vulnerabilities by way of moving to cloud-based storage, reducing and monitoring access, updating hardware and software, and developing HIPAA compliance checklists specific to IT requirements.



Lake Huron Medical Center

• United States
• Hospitals and Health Care
• 1 - 100 Employee

• Director of Strategic and Business Development

  • Jul 2014 - Feb 2019

  Responsible for providing direction and oversight of the hospital’s strategic and long-range goals by way of driving strategic initiatives, supporting the development of long-term growth plans, and profitability goals and through analyzing and recommending emerging industry trends, expansion opportunities, competitive threats, internal business performance, and business process improvement. - Responsible for the development and successful execution of the hospital’s one- and three-year strategic plan(s) resulting in a 10 percent increase in net revenue.- Successfully led space planning initiatives, further identifying and capitalizing on real estate opportunities resulting in a $750K net gain and $100K in annual cost-savings. - Identified a significant need for preferred partnerships with post-acute care providers further cultivating a strategic partnership which resulted in a $9.5M investment in a senior living facility on the hospital’s campus. - Developed and implemented “Emergency Department Fast Pass” program resulting in a 10 percent increase in Emergency Department visits.- Provided direct oversight of LHMC’s oncology program ($100M budget) and associated employees; identified an opportunity to contract with Primera to manage the programs cancer registry resulting in $100K in cost-savings on an annual basis. - Identified an opportunity to partner with St. Clair County which resulted in negotiating and securing a $3.5M contract to provide medical services within the St. Clair County Intervention and Detention Center. - Responsible for all government relations and public affairs; leading several high-level initiatives with State Representatives and elected officials on all levels of government to address opportunities and concerns.



Visiting Nurse Association and Blue Water Hospice

• United States
• Hospitals and Health Care
• 1 - 100 Employee

• VP of Business Development and Chief Development Officer

  • Nov 2010 - Jul 2014

  Responsible for developing, monitoring, and successfully executing the agency’s short and long-term strategic plans to meet or exceed targeted goals for growth and for monitoring and managing the referral-admission cycle. - Designed and implemented a hands-on patient and family centered approach to admission to the Blue Water Hospice Home subsequently resulting in a 167 percent increase in the average daily census.- Developed, monitored, and successfully executed a comprehensive business development strategy resulting in a 10 percent increase in home healthcare admissions, a 10 percent increase in hospice revenue, and $40K in annual cost-savings to the agency.- Identified opportunity to maximize Medicare benefit through improving the care transition process between service lines resulting in capturing an additional $500K of revenue annually. - Appointed by McLaren Port Huron to lead a Community Case Management Committee resulting in improved care transitions and delivery across the continuum of care throughout St. Clair County. - Developed care transition tools consistent with industry best-practice standards to improve patient care, prevent avoidable re-hospitalizations, and capture lost revenue. - Updated, monitored, and standardized all print material resulting in a $50K cost-savings annually.