Senior executive with outstanding evaluative and diagnostic skill, able to design and create high functioning, mission-driven, growth-focused operational strategies while establishing shared organizational visioning among broad stakeholders. Accomplished at creating high functioning collaborative professional organizational teams. Successful at improving the sustainability of diverse organizations.
Fiscal Management
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Developed twenty annual operating and capital budgets. Operating budgets have ranged from $4 million to $750 million. Capital budgets have ranged from $200,000 to $142 million annually.
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Planned and managed eighteen capital construction projects ranging from $4 million to $80 million all at or under budget and on planned schedule.
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Directly affected the financial turnaround of two organizations into positive operating margins.
Strategic Leadership
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Developed and implemented many progressive and innovative strategic plans in collaboration with the governing boards.
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Created broadly shared visioning around these strategies have advanced organizational objectives at six complex organizations.
Regulatory Compliance
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Led the creation of a new 501 (c) 3 not for profit organization.
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Qualified a new organization to meet all criteria to become accredited as a Long Term Acute Care Hospital.
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Successfully led organizations through seven deemed status accreditation surveys, three with distinction.
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Operated in one of the most heavily federally regulated industries without incident.
Legislative Advocacy
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Represented the Michigan Hospital Association to present evidence to the Michigan House Appropriations Committee.
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Initiated, organized and directed the first four Virginia For Profit healthcare system legislative receptions.
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Frequently meet with state and federal elected officials to educate and advise on issues and concerns in front of these bodies.
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Scheduled and provided facility tours and presentations for elected officials at all levels of government.
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Develop and maintain working trust relationships with elected officials at all levels of government.
Governance Board Development
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In collaboration with board chairman and nominating committees, I have recommended over 20 new governing board members.
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Designed and directed relevant monthly board education concerning the role of the board, the scope of the organization being governed and the external environment in which the organization operates.
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Presented numerous operating and capital budgets as well as monthly financial updates to several governing boards.
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Work with all governance committees and sub-committees.
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Collaborate with the governing board on bylaw reviews and revisions. Convert a governmental health system to a community-owned 501(c)3.
Quality Management
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Improved customer satisfaction form the 8th percentile to above the 75th percentile in 2 years.
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Improved door to doctor times from 120 minutes to under 9 minutes.
Education
Masters of Science in Health Administration | University of Colorado, Denver
Minor: Marketing
Bachelor of Arts Business Administration | Eastern Washington University
Minor: Economics Cheney, Washington
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Associates in Nursing | Yakima Valley College
Yakima, Washington
Experience
Chief Executive Officer St. Joseph County Health Network | Sept. 2016 to Jan. 2018
St Joseph County, Michigan
President/CEO Three Rivers Health | July 2009 to Jan. 2018
Three Rivers, Michigan
Chief Executive Officer at a complex healthcare system in Southwest Michigan. The system consists of a full-service acute care hospital, acute inpatient rehab, home health and hospice services, a fitness center, occupational health, and medicine program, four rural health clinics and five employed specialty medical practices. The system is a $65 million net revenue organization.
Interim CEO, Quorum Health Resources | Oct. 2006 to July 2009
Western United States
Provided extended consulting services for three QHR managed hospitals. Established positive working relationships with governing boards, medical staffs, and hospital personnel. Developed strategic areas for operational, market, and service improvement. Developed and implemented targeted improvement plans in collaboration with the boards, medical staffs, and hospital stakeholders. I positively affected the culture around patient centered-care, quality improvement, and improved financial performance ranging from $17 million to $36 million in net revenues.
Independent Healthcare Consulting and Interim Executive Leadership | Jan 2004 to Sept 2006
Western United States
Provided health care strategic planning, board development, medical staff relations, and operational management consulting services. Contracted and provided interim executive leadership positions in facilities from $4 million to $160 million net revenues.
Chief Executive Officer, Riverton Memorial Hospital | July 1999 to Dec 2003
Riverton, Wyoming
Administrator of an acute medical/surgical hospital in Wyoming owned by LifePoint Hospitals, Inc. Lifepoint Hospitals, Inc was created as part of a restructure of HCA. Responsible for the strategic planning of facility; overseeing the implementation of new programs and services; responsible for the overall financial performance of the hospital. Responsible for operating budget of $130 million.
Chief Operating Officer, Rio Grande Regional Hospital | 1995-1999
McAllen, TX
Executive leader of a 237-bed general med/surg hospital. Rio Grande Regional was an $800 million operation with 1650 FTEs. Hospital owned by Columbia/HCA. Member of the strategic development team of the facility. Responsible for operations of all professional departments. Managed 19 department managers, and 210 employees.