Leadership Experience

Transformational healthcare operations executive with more than 20 years of experience leading complex ambulatory, academic, community-based, rural, and specialty healthcare organizations. Recognized for integrating people, strategy, clinical performance, and operational discipline to improve access, strengthen financial performance, elevate quality, and build high-performing organizations through periods of growth and change.

Provide executive leadership for a large-scale ambulatory care division comprising more than 40+ primary care clinics and Six community-based care centers, with accountability for a $85 - $100 million operating portfolio across the Arizona market.

• Lead enterprise transformation strategies focused on patient access, clinical capacity, provider productivity, operational standardization, financial performance, and value-based care outcomes.
• Transformed 6 Community Centers from revenue losing to generating $1.5M in revenue by creating and implementing a Fully Integrated Comprehensive Care Model proving improvement to outcomes in care. 
• Increased completed patient visits by 35% through disciplined access optimization, workflow redesign, performance management, and alignment of clinical and operational resources.
• Advanced market quality performance to 4.5 Stars by strengthening accountability, care-gap closure strategies, population health execution, and collaboration between operational and clinical leaders.
• Directed the integration of 18 acquired clinics into a unified, high-performing medical group aligned with enterprise clinical, cultural, financial, technological, and operational standards.
• Oversaw the implementation of 2 Epic EMR Implementations with clinicians seeing 14-16 patients within 90 days of implementation
• Led the organization through complex change by establishing a shared vision, engaging physicians and frontline teams, standardizing operating practices, and creating clear performance expectations through development of 7 Governance oversight committees
• Built leadership accountability and execution systems that strengthened organizational alignment, improved operational visibility, and created a more consistent patient and team member experience across the market.

Directed enterprise-wide operations for a multi-county healthcare system comprising 56 clinical facilities, including 44 medical clinics and 12 dental centers serving diverse and underserved communities throughout California.

• Led a large-scale patient access transformation supporting more than 80,000 patient calls each month.
• Reduced patient access delays from 32 days to 15 days through workflow redesign, Epic optimization, centralized performance management, and operational standardization.
• Oversaw and operationally led a successful Epic EMR implementation
• Strengthened organizational stability by aligning clinical operations, staffing models, access strategies, productivity expectations, and enterprise performance priorities.
• Improved provider productivity and continuity of care by identifying operational barriers, clarifying accountability, and implementing repeatable performance improvement processes.
• Partnered with executive, clinical, and operational leaders to create greater transparency, accelerate decision-making, and strengthen execution across a geographically dispersed care delivery system.
• Helped position the organization for sustained improvement by connecting access, technology, workforce planning, and patient experience into a unified operational strategy.
• Recruit and onboard new Chief Operations Officer 

Provided strategic and operational leadership for seven academic and community-based clinical sites affiliated with the University of Arizona, with accountability for patient access, financial performance, quality, revenue cycle, and patient experience.

• Reduced third-next-available appointment access by 15 days through scheduling redesign, capacity optimization, and improved operational coordination.
• Increased Net Promoter Scores by 4% by strengthening service standards, improving patient communication, and addressing key experience barriers.
• Reduced revenue-cycle denials by more than $260,000 through improved workflow accountability, documentation practices, and operational partnership with revenue-cycle teams.
• Generated $600,000 in incremental revenue through scheduling optimization, improved capacity utilization, and stronger patient throughput.
• Secured approximately $800,000 in value-based quality incentive revenue through population health strategies, performance improvement initiatives, and disciplined quality execution.
• Strengthened alignment between academic, clinical, and operational stakeholders while advancing a culture of accountability, collaboration, and measurable performance improvement.

Maintained executive oversight for a complex network of more than 65+ primary and specialty ambulatory clinics, with responsibility for operational performance, patient access, financial stewardship, growth, and organizational integration across a portfolio exceeding $150 million in annual operating budget accountability.

• Led the acquisition and operational integration of 11 private-practice and subsidiary clinics into the broader UW Medicine system.
• Oversaw and supported Primary and Specialty Care service lines and inpatient services
• Increased patient visit volume by more than 35% through access redesign, clinic optimization, capacity planning, and improved operational execution.
• Implemented cost-containment and operational efficiency strategies that reduced expenses by more than $1.2 million while protecting patient access and care quality.
• Advanced Epic implementation initiatives that standardized workflows, strengthened data visibility, and improved coordination across a complex ambulatory network.
• Expanded telemedicine capabilities to improve rural healthcare access, strengthen continuity of care, and support patients across geographically dispersed communities.
• Established consistent performance expectations and integration strategies across acquired, rural, primary care, and specialty clinic environments.
• Balanced system-wide standardization with local market needs, ensuring transformation efforts improved performance while preserving strong community and clinician relationships.

Provided executive operational leadership across a four-state region supporting neonatal intensive care, pediatric intensive care, OB hospitalist, maternal-fetal medicine, and pediatric ambulatory service lines representing approximately $75 million in EBITDA.

• Directed operational performance across 16 inpatient and outpatient healthcare facilities within highly specialized and clinically complex service environments.
• Strengthened relationships with hospital executives, physician leaders, and clinical partners to improve service delivery, operational alignment, and long-term partnership performance.
• Improved physician onboarding and operational integration by standardizing processes, clarifying expectations, and strengthening collaboration among clinical, administrative, and hospital leadership teams.
• Implemented KPI-driven performance management frameworks that increased visibility, strengthened accountability, and supported more consistent service-line execution.
• Advanced regional scalability by establishing repeatable operating practices, leadership routines, and performance expectations across multiple markets.
• Supported clinical growth and organizational performance by connecting hospital partnership strategies, physician engagement, workforce planning, and financial stewardship.