Chief Operation Officer with company oversight, committed to cost-effective management of resources and quality performance.
Designed and implemented Organizational structures to increase accountability and maximize performance in turn around situations and
in post mergers management integration.
Responsible for the Operations of a $11 billion diversified health care company with operations in 20 States.
Implemented System wide Lean initiative which has achieved $80
million in annual expense reductions.
Reorganized System wide operations which has enhanced operational
accountability and improved operating results.
Developed and directed strategy for transforming from a hospital centric
to a Care Management company.
Responsible for a $1.5 billion health care system that consists of a 1500 bed Academic medical center, two 200 plus bed community hospitals, two long term care centers, 18 Primary care centers and a 30,000 member managed care company.
Implemented a performance improvement program that resulted in over
$200 Million in operating gains.
Established a Goal based management system that built a results
driven management team.
Successfully recruited four highly experienced executives for key roles
on the Senior management team.
Responsible for the operations of 600 bed Morristown Memorial Hospital, 400 bed Overlook Hospital, 280 bed Mountainside Hospital a Rehabilitation hospital and a Home care Agency.
Integrated the Operations of this system reducing management expense
Created a system wide management team
Re-established trust with the medical staff
Responsible for the operations of the 880 bed New York Hospital, a 250 bed Psychiatric hospital, a 300 bed community hospital and an Ambulatory care network providing over one million visits per year and the system Home care agency.
Designed the organization structure that was implemented after the
merger of New York Hospital and Columbia Presbyterian Medical
Responsible for the operations of The acute care operations of the system.
Successfully managed $60 million of clinical and infrastructure projects.
Developed new programs in Surgery, Liver Transplants and Neurology.
Re-engineered core business processes in nursing, Supply Chain,
Admitting and Operating rooms resulting in $40 million in operational
Responsible for the operations of the 500 bed medical center.
Implemented service quality and expense management programs that
increased productivity by 3% annually and enabled the hospital to be
named as one of the Top 100 in the nation.
Responsible for the Operations of a 47 bed community hospital.
Implemented expense reductions and service enhancements programs
that resulted in an increase in net income from $300,00 to over $2 million.
Responsible for the operations on two campuses resulted in the $ 5 million in expense reductions.
Led the implementation of a new Pediatric Cardiology program resulting
in 150 new surgeries per year.
Developed a 200,000 square foot, $24 million medical office complex
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