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Malverne, New York, 11565
(516) 837-9125 (h) / (516) 492-1594 (c)


Dynamic leader and results-oriented pragmatist combining analytical skills, a drive for analyzing healthcare
program operations, and designing strategic business solutions. Goal-oriented healthcare network specialist
with substantial experience in the healthcare industry. Champion teams in launching cutting-edge program
development solutions to achieve record-setting results. Creative problem solver with proven ability to drive
revenue growth, reduce costs, resolve conflicts, improve morale, build strong stakeholder relationships, and
exceed goals. Demonstrated success in aligning core business, revenue, and program goals to enhance
Award-winning, innate business strategist; expert at leading and managing multiple departments, teams,
and units and in; optimizing healthcare and medical solutions.
Top-notch communication and presentation abilities with expertise in team mentoring and coordination,
facilities launching, and account management.

Healthcare Network Management Ambulatory Care Redesign Team Mentoring/Management
Maternity Center Facility Development & Launch Regional & Territorial Strategic Planning
Acute Care Center Revitalization Emergency/Patient Care Process Improvement Operations
Program / Project Management P&L Facilities Construction & Engineering Contracts Negotiation



A multi-site community teaching health care system that provides a wide range of medical, surgical,
gynecological, dental, psychiatric, pediatric, and other services throughout Central Brooklyn, New York.
Interfaith operates a hospital with 287 beds and an ambulatory care network of 8 clinics across the Central
Brooklyn communities of Crown Heights and Bedford-Stuyvesant.

President and Chief Executive Officer June 2013 January 2014
Sr. Vice President and Chief Operating Officer (Kurron) December 2010 May 2013
Re-designed Interfaith Medical Centers (IMCs) services to operate within the disproportionate 2009 rate
reduction and ongoing Medicaid reductions following the implementation of the New York State APR-DRG
reimbursement methodology that resulted in a 40% reduction in IMCs average case mix-adjusted acute
reimbursement rate.

Revenue Growth:
Reorganized IMCs operations over three (3) years. Turned around IMCs working capital loss of
($10.9M) in 2010 to a working capital gain of $18.9M in 2012, which continued through the first seven
months of 2013.
Improved current financial ratios from 0.79 (2010), 0.84 (2011), 1.92 (2012), to 1.43 in July 2013.
Generated sufficient cash flow from operations to pay operating obligations.

Program Management:
Converted outpatient clinical operations to an integrated Medical Home model in compliance with the
NCQAs Patient- Centered Medical Home (PCMH) standards.
Developed a practical readmission reduction program.
Created a computerized patient tracking system to monitor operational compliance with CMS
Opened an Urgent Care Center to enhance patient accessibility after hours and on weekends

St. Johns Episcopal Hospital is a full service 257-bed community teaching hospital serving the entire Rockaway
and Five Towns communities by providing general adult medical, surgical services, pediatrics, obstetrics and
psychiatric services. The only hospital on the Rockaway peninsula, it is dedicated to providing post-graduate
allopathic and osteopathic medical education as well as clinical pastoral education. It is committed to serving the
medically underserved and providing care with ethnic, cultural and religious sensitivities.

Chief Operating Officer (Consulting Contract through Kurron) March 2008-November 2010
Spearheaded comprehensive daily operations and played key role in strategic planning and revenue-generating
programming. Communicated effectively with multi-level staff and management team to enhance collaboration.
Directed implementation of marketing/advertising programs and customer service/patient satisfaction programs.
Contributed to hospital-wide problem-solving and monitored state of physical properties. Developed and
oversaw annual budget and established budget administration monitoring and control systems; devised capital
budget recommendations. Evaluated financial and statistical reports. Served on major committees relating to
hospital regulatory compliance. Provided performance management for all direct reports and ensured employee

Revenue Growth & Cost Savings:
Laid groundwork for $1M in new revenue by securing approval from NY State Department of Health for
addition of 18 psychiatry beds to operating certificate.
Slashed annual subsidy by $450K and strengthened radiological service provision by negotiating new
Radiology Service Agreement.
Increased Cash Account from $7M to $35M through revenue generating initiatives.
Generated significant new funding, including $2.2M Heal 11 Grant for Outpatient Psychiatric Integrated
Service Unit, $500K from Borough President for Digital Mammography Unit, $800K from City Council for
Emergency Department Expansion Project, $ 1.6M from City Council for a 1.5 Tesla MRI Unit, and an
$800K appropriation from the federal government to renovate our Labor & Delivery Suite.

Performance Improvement:
Streamlined patient throughput and facilitated emergency treatment for 27% of patients by launching a fast
track unit in emergency department, supporting registration, discharge, triage, and waiting.
Slashed length-of-stay by 0.43 days and improved patient satisfaction scores by 40%.

Woodhull provides inpatient medical, surgical, and behavioral health services; emergency care in three separate
areas (adult, pediatric, and psychiatric); and a wide range of primary and specialty services at more than 50
ambulatory care clinics. The Networks sixteen sites include: Woodhull Medical & Mental Health Center, a 411
bed acute care facility, seven (7) Child Health Clinics that offer traditional public health and pediatric primary
care services; one (1) comprehensive Diagnostic/Treatment Center; four (4) Community Health Centers; and
three (3) School-based Health Centers. Annually, the Network provides a total of more than 424,000 clinic visits,
158,475 of which are primary care; 94,236 emergency room visits; 18,785 discharges; and 30,899 general
dental visits.

Deputy Executive Director October 2000-March 2008
Associate Executive Director September 1989 September 2000
Chief leader of the Capital Planning and Support Service division, leading 600+ employees in all aspects of
purchasing and material management, contract management, biomedical engineering, environmental services,
hospital police, and transportation operations. Aligned central supply, safety, maintenance, engineering, capital
planning, and construction resources to optimize productivity and synergize operations. Assessed, reviewed,
and verified reports. Designed and directed planning projects, conducting analysis of internal and external data,
patient flow, utilization assessments, and feasibility studies to improve efficiency and reduce costs. Attended
medical board meetings, quality management, cabinet meetings, environment of care, infection control, and
other critical groups and committees. Ensured regulatory, technical, and clinical practice standards and
compliance. Structured performance improvement techniques to monitor objectives and goals. Tracked and led
facilities operational and construction budget.

Process Improvement:
Overhauled and re-engineered exam rooms, patient flow, and service delivery, dramatically reducing cycle
time from 160 to 59 minutes. Planned and implemented a one-stop shopping mode, increasing provider
productivity from 2.5 to 3.1 patients per hour.
Represented the Health Network during the triennial JCAHO inspections, triggering ratings of top 10% in the
Environment-of-Care Standards.
Benchmarked and improved acute care operations by reallocating space, overseeing and assessing wait
times, EMS turnaround times, and facilities operations. Successfully collaborated on initiatives to
reconfigure the medical facilities bed complement to alleviate bottlenecks.
Synergized and led the revitalization of outpatient services.

Program Management:
Optimized and elevated critical construction projects exceeding $30M from conception through launch.
Championed a $6M construction project to open a state-of-the-art post-partum and neonatal unit, serving as
part of the Regional Perinatal Center, realizing 12% increase in the number of annual births and an 18%
increase of OB/GYN outpatient visits.
Lowered the median transfer time from the Emergency Department to the inpatient units from 6 to 2 hours
by building Pods to address demand surges for each service.
Conceptualized, planned, and launched a Hospitality Program to improve the patient environment and
operations. Led training/development and support of a Hospitality Representatives, bolstering increases in
patient satisfaction scores.
Demonstrated strong networking and relationship-building skills with internal/external partners; expertise at
large-scale change implementation, and skill at transforming mission into action and vision into reality.

Awards & Accolades:
NYC Mayoral Recognition for hospital re-building initiatives for the Dominican Republic post-hurricane.
Two time recipient of an Honorary Nurse Award.
Honored with a Lifetime Achievement Award in 2007, at the Auxiliarys Annual Dinner/ Dance event.
Deputy Grand Marshall for the 2010 Queens County St. Patricks Day Parade.


Bachelor of Science in Business Administration
Adelphi University, Garden City, New York

Patient Safety Officer Executive Training Program,
Institute of Healthcare Improvement (IHI)


American College of Healthcare Executives

Association for Healthcare Philanthropy

Founder | Hospital, Healthcare Operations Leadership in the Greater New York City Area