Highly-qualified Executive with 36 years’ experience identifying, analyzing, and solving complex problems while managing the difficult day-to-day challenges affecting profitability. Providing company investors, boards of directors, CEOs, and other senior executives the vision,
leadership, and management necessary to make changes to realize desired and sustained profitable operations.
Through both strategic and tactical expertise, successfully identify critical operational
problems and then plan and turn those problems into profitable operational opportunities. Creatively redesign processes and effectively manage functions and systems with a
demonstrable impact on profits. Use significant experience in identifying the areas for
operational and financial improvement and implementing solutions that enhance
opportunities for profitability and providing executives and managers with tools necessary
to improve operations.
Managed the financial operations for various for-profit behavioral health hospitals,
specifically managing the FTE levels and controlling costs thereby increasing EBITDA
Led a hospital from near bankruptcy to eventually selling the company for 11 times its earnings multiple
Completed multiple equipment leasing transactions totaling over $8 million of various pieces of equipment and sales of equipment thereby improving EBITDA and profitability by 25%
Directed the completion of a company’s initial public and secondary public offerings raising $300 million.
Implemented financial and operating budgets for remainder of 2019 and 2020. Worked closely with business office to significantly reduce outstanding receivables and increase cash on hand. Developed new financial forecast models to evaluate expansion opportunities with independent school districts.
Developed and enhanced management and reporting tools for managing daily FTE levels to proper grid
Coordinate and manage the financial affairs of the three stand-alone inpatient psychiatric hospitals in Plano, Ft. Worth and San Marcos, Texas as well as two outpatient operations. Manage the central business office operations, daily utilization review and employee staffing operations, develop annual operating and capital budgets, and manage the treasury
function.
Implemented appropriate staffing grids and monitored with hospital administrators to significantly reduce employee costs from prior year.
Worked closely with utilization review teams to reduce the number of denied days and increase reimbursements
Developed new daily, weekly and monthly management reporting processes that focused on more specific and manageable operating metrics and key performance indicators.
Coordinate and manage the financial affairs of the three stand-alone inpatient psychiatric hospitals in Plano, Ft.
Worth and San Marcos, Texas as well as two outpatient operations. Manage the central business office operations, daily utilization review and employee staffing operations, develop annual operating and capital budgets, and manage the treasury function.
Implemented appropriate staffing grids and monitored with hospital administrators to significantly reduce employee costs from prior year.
Worked closely with utilization review teams to reduce the number of denied days and increase reimbursements.
Developed new daily, weekly and monthly management reporting processes that focused on more specific and manageable operating metrics and key performance indicators
Planned, directed and controlled the organization’s overall business operations including finance, budget, accounting, revenue cycle management, real estate development, business’ insurance, employee benefit packages, purchasing, and banking and lending relationships.
Managed and directed the organization’s Information Technology and Electronic Health Record/Data Reporting Operations.
Represented the organization on numerous boards of affiliated companies to advance and secure the organization’s interests in negotiating Medicaid and other state contracts.
Appointed by the company’s major investor group to review and improve operating, budgeting and financial control systems to identify opportunities for improvements in profitability, timely and accurate financial reporting and the overall control
environment, identified, analyzed and terminated a major marketing program that had cost company over $300,000, thereby improving net profitability by over 35%.
Led company project to analyze and re-price its product lines to improve its revenues and net profits as well as identify product and promotions that did not provide reasonable returns on investments.
Installed first production program matching production with forecasted sales, thereby decreasing investors making unnecessary investments in productions runs by approximately $200,000, or 20% of the prior year investment.
Managed and directed all areas of this 118-bed hospital’s financial reporting, budgeting, business office operations, and receivable management. In October 2011, at the request of UHS’ predecessor company (Ascend Healthcare), transferred to Salt Lake Behavioral Health.
Managed and directed all functional areas for $12 million revenue hospital including revenue contracts, receivable management, financial and management reporting, taxes, investor and partner relations, financial and risk management. Led Schick Shadel from near bankruptcy to a solid financial position and ultimately selling hospital to UHS resulting in Schick owners realizing significant return on their investment.
Redesigned and improved all aspects of the revenue cycle, accounting, and financial reporting systems, increasing revenue by 81% over a 4-year period. Implemented, developed and designed a highly functional budgeting, forecast and review system, improving profitability from 1.7% EBITDA to 3.6% EBITDA.
Successfully managed all aspects of tax compliance, reporting and partnership tax matters, employee insurance programs, and medical records.
Developed new banking relationship with a bank thereby obtaining a new $500,000 line of credit.