Innovative leader and business executive with experience in finance and operations within the medical, construction and insurance. History in turning around marginal operations, streamlining key divisions, and stimulating significant increases in business profitability through strategic financial initiatives. Change agent and coalition builder experienced in process improvements, business acquisitions and strategic alliances.
Expertise includes development and implementation of cost reduction and reorganization programs, profit and loss responsibility and management of cross-functional teams. Combine financial acumen with business know-how to develop comprehensive strategic plans. Record of implementing aggressive sales techniques and innovative marketing strategies to generate new business.
Key Skills: Successfully promotes new idea. Conceptual Thinker. Creative. Able to get things done quickly. Strong team builder and communicator. Calm under intense pressure. Improves margins by streamlining operations and cutting costs. Versatile and flexible leader.
CAREER HISTORY AND ACCOMPLISHMENTS
Chief Financial Officer, Hall Irwin and Lot Holding Corporations 2007 to present - A collective $75 million dollar combined revenues in Construction, Aggregate and Land Development / Management. Responsible for financial statements, cash flow, budgets, banking, contract review, equipment, asset acquisition and investment analysis. Integral part of policy and financial planning process. Work directly with CEO in strategic planning. Responsible for Controller functions.
Managed reorganization in economic down-turn. Including staff, equipment, financial decisions and recommendations to management team. Refocused organization to profitable business units and orchestrated the discontinuation of unprofitable divisions.
Budgeting – Instituted an annual/quarterly budget and proforma process. Variance analysis of actual to budgeted. Provide detailed variances in pricing, costs and revenues.
Financial Modeling – Created decision making tools for CEO and operational managers for margin and pricing to maximize profits and operational efficiency. Helped drive organizational change through modeling and discussion.
Regulation and Tax Audit – Handled all state and bank required audits, all sales tax and income tax filing.
Software Implementation- Implemented new accounting software into all divisions of Hall-Irwin and Lot Holding. Improved inventory systems, job costing analysis, revenue recognition processes and data timeliness. Decreased monthly closing time to two weeks and provided weekly information to managers for more relevant decision making.
Increased internal controls – reduced risks associated with contracting, purchasing and analysis.
Managed financial restructuring and Cash Flow–Restructured debt and assets to improve ratios, rates and cash flow.
Managed external auditors and tax analysis – Involved in organizational structure and tax consequence decision making
Chief Financial Officer/ Controller, Northern Colorado Rehabilitation Hospital (NCRH), Parent company is Earnest Health Inc., 2005 to 2007. $21M start up acute rehabilitation hospital serving northern Colorado. Collaborate with organization from construction to opening. Oversee all cost reports, financial statements, admissions, central supply, medical records, payroll, P&L and food service. Negotiate insurance contracts. Strategize on operational processes. Created process to share inventories in pharmacies between hospitals. Manage $17M budget.
Avoided loss of revenue by establishing insurance contracting model for NCRH. Admissions department lacked insurance carrier contracts. Built relationships with key vendors. Created working history with insurance carriers. Set up cost based pricing to assist in future negotiations. Won permanent contracts with majority of major carriers.
Started operations for NCRH and became profitable within 18 months. NCRH was a new hospital and many departments needed to be established. Hired, trained and organized a staff that was unfamiliar with therapy services within two months. Met cost objectives, cash goals and patient satisfaction criteria. Secured number one spot out of eleven hospitals in financial performance the first quarter of 2007.
Saved partner hospital $4,000 and created greater clinical outcome for NCRH. NCRH, is required to admit a certain percentage of Neurological/ Stroke patients under Medicare guidelines. Tracked stroke admissions originating from various hospitals. Led discussion on how NCRH could improve patient outcomes and reduce financial losses for each facility. Resulted in recent referral and admission increase in the month of April. Potential total savings of $200+K.
Established NCRH processes and procedures using best practice to support rapid growth. External procedures were leading to unnecessary costs and medical activity. Developed procedure to encourage medical and case management best practice. Tracked authorization process of admissions, lab test reductions and patient releases. Reduced cost, obtained greater clinical control by physicians and increased patient satisfaction.
Improved forecast accuracy for NCRH. Start up operation with multiple facilities had a strong need for financial reporting. Modified existing report to better estimate the value of in house patient activity. Cost allocation based on activity became mandatory for the purpose of loans and forecasts. Created excel based feed system of work in progress. Refined system over two years allowing for timely managerial decisions in all 11 hospitals.
Cut costs producing lowest clinical labor fees of all NCRH’s 11 hospitals. Labor costs were out of line with company standards and solid management guidelines were needed for clinical staffing. Arranged team meetings with CEO, HR Director, Director of Nursing, and Director of Therapy. Outlined clear standards of care and cost goals in which consensus staffing models could be created. Cut costs significantly for NCRH while maintaining superior patient care.
Created key indicators to illustrate continuous improvement for NCRH. Hospital management needed key indicators to create philosophy of continuous improvement. Collaborated with senior management and external consultants to develop both clinical and financial indicators. Designed processes and reporting structures to track, monitor and trend data. Resulted in continuous improvement of quality in patient outcomes and record profits.
Producer/ Financial Advisor, Brown and Brown, 2004 to 2005. Insured hospitals and construction companies. Provided insurance for property, casualty, life and health.
Area Manager, DeRoyal Medical, 2002 to 2004. $80M medical surgical supply manufacturer. Oversaw marketing for sterile surgical products to hospitals and surgery centers. Increased sales $24K per month in 2003 through cost saving strategies for hospitals. Managed budget of $500+K.
Owner/Chief Executive Officer, Educational Pathways, Inc., 1995 to 2002. $2.5M organization that covers higher education, distance learning and teaching. Established new company and developed effective marketing plan and sales services. Oversaw territory. Participated in product promotion planning and implementation. Hired, trained and managed all staff. Managed budget of $1.2M. Sold at a profit.
Turned around potential loss in revenue selling more than $200K for Educational Pathways. Colorado school suffered deficits in structured reading program. Located grant for technology in Northern Colorado School District. Contacted district reading specialist and presented program that integrated technology, accountability and placement into computer based reading program. Superintendent increased purchase by over $160K.
Generated more than $800K in sales for Educational Pathways. The state of Arizona was constructing new K through 12 schools every year. Bundled books with library automation systems and reading program assessment software. Provided instructional aid and additional services to educators. Resulted in the opening of three libraries and the establishing of 17 reading programs.
Developed and sold new publication of Pre-Algebra and Algebra textbooks for Educational Pathways. Company was developing new line of textbooks for middle school and needed distribution support. Requested to be on product development team. Collaborated with designers to create materials and aide in editing process. Book is now in its third edition and continues to be a staple in middle schools and high schools.
EDUCATION
MBA, Accounting / Finance, Regis University.
*** Currently pursuing remaining requirements for CPA.
BA, Economics , University of Puget Sound.
BA, Finance, University of Puget Sound.
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