These few success stories are among the many:
Interim Chief Financial Officer
Provided interim leadership and led a large re-engineering project for an integrated delivery system with the following service lines: acute care, outpatient, behavioral health, three family practice and specialty clinics, three dialysis centers, home health, and hospice services. This particular re-engineering effort initially involved an accelerated financial and operational assessment of the organization. This integrated delivery system was severely broken on many levels and was in serious financial trouble. The appropriate re-statement of the financials placed the bonds into default and the organization had less than one days cash on hand. This re-engineering effort was a three year long project that involved re-structuring the entire organization starting with cleaning up the financials, restoring integrity to the numbers, and introducing transparency in financial reporting to the Board and Finance Committee. Processes and procedures based upon industry best practice were introduced and established across the organization starting with the new management team that was put into place. The Patient Financial Services Department was completely re-engineered from the point of registration through to zero balance. This involved re-training 75 individuals in their new jobs while still maintaining appropriate cash flow.
The organization went from losing $13 million in FY05 to turning a profit of $2.7 million in FY07. A line of credit was established and the bonds were refinanced. A great deal of time in this leadership position was spent restoring confidence and trust in the community and with the employees. The organization is now in the process of implementing the Studer principles and is focusing efforts on enhancing quality of care and customer service.
Interim CFO and Change Agent for 90 bed community hospital.
Provided interim financial leadership during a difficult transition, stabilized the financial operations, and enhanced the integrity of the financial statements. Reengineered Business Office, Emergency Room, Outpatient and Day Surgery Registration, Inpatient Admitting, Scheduling and Case Management. Developed and implemented plans to enhance work flow, expedite claims, decrease denials and streamline workflow, including team building, training and new culture orientation.
Financial reengineering initiative for $1.2 billion international healthcare organization.
Assessed the financial and operational organizational structure of a complex multi-entity organization to streamline operations, maximize financial structure, and enhance the integrity of the financial statements. These efforts were combined with a fully integrated Lawson software implementation to gain as many efficiencies through the applications as possible.
Corporate office assessment of 4 community hospital system.
Evaluated the corporate offices of a multi-hospital healthcare system. The goal was to evaluate the effectiveness of the corporate model, the needs of the individual hospitals, and identify obstacles to the daily processes. Worked closely with the System Board, corporate staff, hospital presidents, and individual staff to develop a strategic change effort to enhance the operations of the entire structure.
Reengineering of financial operations for a long-term residential care facility.
Developed organizational plan for hospital whose executives were new to the healthcare industry. Project involved executive coaching and guidance as well as restructuring existing monthly closing cycle, financial reporting, accounts payable and payroll, new reporting standards and training of Controller who was also new to the industry, hospital-wide staffing plan and cost containment.
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