Representative Experience

Context

A rural community hospital was experiencing severe financial distress, sustained operating losses, declining quality performance, and deteriorating patient and community confidence. The organization faced material risk to ongoing operations without immediate stabilization and structural change.

Role

Served as President and Chief Executive Officer, reporting to the Board of Directors, with full accountability for financial recovery, clinical operations, quality performance, physician alignment, workforce engagement, and community relationships.

Actions

• Rebuilt the executive leadership team with clear accountability for financial performance, quality, and operations.
• Led immediate financial stabilization efforts, restoring liquidity and renegotiating key vendor and provider relationships.
• Redesigned clinical service offerings, exiting unsustainable services while expanding access through new care models and affiliations.
• Implemented an employed primary care and visiting specialist model, recruiting more than 45 physicians while improving cost efficiency.
• Rebuilt emergency department staffing with employed physicians and advanced practice providers.
• Secured a $6.5M state innovation grant to support facility modernization and patient experience transformation.
• Embedded a culture of quality, transparency, and continuous improvement.

Outcomes

• Achieved a 10% financial turnaround, returning the organization to a sustained positive operating margin after more than 15 years of losses.
• Generated approximately $10M in incremental revenue through service redesign and procedural growth.
• Earned national recognition for quality improvement and top-tier performance on key quality measures.
• Improved patient experience, with HCAHPS top-box scores increasing from approximately 80% to 96%.
• Reduced employee turnover from 25% to 10%.
• Increased emergency department patient satisfaction by approximately 50% and drove 25% growth in ED volumes.

Representative experience from prior executive leadership roles.

Context
An independent rural tertiary health system served a geographically expansive, multi-county region while facing aggressive competition from larger health systems in surrounding metropolitan markets. Significant patient outmigration, access constraints, and misaligned service distribution threatened long-term sustainability and mission delivery.

Role
Served as Chief Operating Officer and Executive Vice President, reporting to the Chief Executive Officer, with enterprise responsibility for system operations, clinical services, access, and performance across multiple hospitals, ambulatory sites, and post-acute services.

Actions

• Proposed and led a comprehensive, system-wide clinical service planning initiative focused on market retention, access, and economic sustainability.
• Assembled and led a multidisciplinary workgroup of physicians, service line leaders, campus executives, finance, and external advisors to redesign service distribution across the network.
• Conducted market-by-market assessment of utilization, capacity, network leakage, provider supply/demand, and service-line performance across inpatient, ambulatory, primary care, and post-acute care.
• Developed market-specific specialty allocation and recruitment strategies for high-impact services including cardiology, gastroenterology, general surgery, endoscopy, and orthopedics.
• Regionalized ambulatory surgery and procedural services to better utilize excess capacity, improve efficiency, and reduce patient wait times.
• Accelerated primary care recruitment in high-risk geographies to protect market share and improve downstream capture.
• Strengthened emergency department coordination and transfer processes, including daily review of out-of-network transfers.
• Established academic clinical partnerships to provide consistent specialty coverage while preserving local surgical capacity.
• Standardized post-acute intake and care coordination processes across skilled nursing and home care services.

Outcomes

• Identified approximately $66M in total network outmigration and financial improvement opportunity and developed a multi-year recovery plan.
• Achieved $3.5M in annual revenue growth and $8M in efficiency gains in the first year of implementation.
• Reduced average time to specialist appointments by 14 days, materially improving patient access.
• Improved in-network post-acute capture by 15%, strengthening continuity of care and financial performance.

Representative experience from prior executive leadership roles.

Context
A multi-hospital rural health system faced imminent revenue risk across 24 outpatient ambulatory sites and associated physician practices due to federal site-neutral payment policy changes. Under the OPPS Final Rule, these hospital-based practices were projected to lose more than $6M annually in net professional revenue, threatening outpatient access and system financial performance.

Role
Served as Chief Operating Officer and Executive Vice President, reporting to the Chief Executive Officer, with enterprise responsibility for system operations, financial performance, regulatory strategy, and clinical integration.

Actions

• Led rapid assessment of reimbursement risk and policy options in response to federal site-neutral payment changes.
• Proposed and gained Board approval for a system-wide strategy to transfer ownership and licensure of 24 outpatient sites and physician practices to critical access hospitals and convert them to Rural Health Clinic (RHC) designation.
• Assembled and led a multidisciplinary implementation team spanning clinical, operational, financial, legal, regulatory, and IT functions.
• Oversaw federal and state regulatory approvals, licensure changes, payer contract renegotiations, and reaccreditation across all sites.
• Directed rebuild of EHR ambulatory modules and revenue cycle workflows to support new operating and reimbursement models.
• Led governance alignment, operating plan development, workforce planning, and internal and external communication strategies.

Outcomes

• Mitigated $6M in annual revenue loss risk associated with site-neutral reimbursement changes.
• Generated $8M in incremental annual outpatient and 340B pharmacy revenue through RHC conversion.
• Preserved access to outpatient services across rural communities while strengthening system financial sustainability.
• Successfully completed conversion of all sites within nine months, aligned with CMS approval cycle requirements.

Representative experience from prior executive leadership roles.