Seasoned team and results-oriented financial executive with a proven track record for delivering results; possessing strong skill sets in finance, operations, strategic planning, managed care, information systems and leading organizational transformation initiatives. 

Sub-Specialties

  • Academic Medical Center Financial Management
  • Safety Net Hospital CFO
  • Senior finance leadership (CFO) , financial operations, strategic financial planning
  • Managed care and information systems
  • Leading  and development of organizational transformation initiatives  & complex improvement programs
  • Faculty funds flow and economic models, including physician group practice incentive compensation plans
  • Organizational financial  guidance through the COVID pandemic and related crises

Professional Experience

  • Executive Vice President and System CFO – University of Chicago Medicine, Chicago, IL – 2017 – 2021 

  • Senior Vice President of Finance and System CFO – Boston Medical Center, Boston, MA – 2010 – 2017 

  • Corporate Director, Revenue Finance – Partners Healthcare System, Boston, MA – 1998 – 2010 

  • Executive Director – Compass Program – 2006 – 2010 

  • Lawrence General Regional Health System (LGRHS), Lawrence, MA 

  • VP of Managed Care/System Managed Care Executive – 1996 – 1998 

  • Director of Payment Systems – LGRHS – 1993 – 1996 

  • Director of Patient Financial Services – LGRHS – 1988 – 1993 

  • Financial Systems Manager – Choate-Symmes Hospitals, Woburn, MA – 1983 – 1988 

Professional Accomplishments

Established inaugural corporate shared services functions for the $2.5B clinical enterprise, including governance and corporate services budgeting approaches. Guided the organization through the COVID pandemic, secured CARES grants and maintained margins and days cash on hand. 

Identified over $350M in performance improvements and realized over $160M during the first three years. Launched a multi-pronged improvement program and governance approach in support of this plan, including enhanced pharmacy programs. 

Refined system margin targets, capital plans, cash, and debt policies for the System to support of the funding or “Vision 2025” strategic plan, including financial plans for a $400M cancer center and related network investments. Implemented service line financial reporting and incentive programs.