Leader of Beth Israel Deaconess HealthCare (BIDHC), a fast growing network of 41 primary care practices, a subacute/long term care program, and a managed services organization. A subsidiary of Beth Israel Deaconess Medical Center in Boston MA, BIDHC includes over 200 providers and is an industry leader in the provision of high quality, patient-centered and cost effective medical services. BIDHC’s Board of Directors includes Beth Israel Deaconess Medical Center physicians, executives and community leaders.

Accomplishments:​

-Executive leader in the creation of Beth Israel Lahey Health Primary Care in 2019 (consisting of 600 physicians and 95 practice sites); led integration efforts, combined legacy organizations, and consolidated administrative and clinical services/programs.

-Developed a dedicated team of proactive, focused and high initiative leaders.

-Developed sophisticated process of goal setting, including leadership retreats and incentive compensation.

-Dramatically increased physician involvement in decision making resulting in improved provider satisfaction and engagement.

-Integrated Mental Health into primary care practices.

-Significantly reduced loss per physician.

-Recruited over 150 new providers.

-Opened 21 new locations.

-Completed reorganization of Board of Directors, creating a new committee structure and enhancing oversight.

-Initiated major improvements in care delivery to ensure success on global contracts. This included pre-visit workflows, completion of quality measures, outreach to patients with chronic disease, and post-discharge follow-up.

-Achieved excellent results on risk-based contracts and grew physician surplus. Performance on Medicare Pioneer Risk Program was among the best in the country.

-Participated in MassHealth/Medicaid ACO, a fully capitated product, generating a positive margin.

-Implemented a new physician compensation model generating greater physician satisfaction due to simplicity and equity.

-Tremendous focus on innovation including implementation of tablet registration, telehealth, secure texting capabilities, practice embedded coders and virtual scribes, as well as revenue generating opportunities such as annual wellness visits and critical care management.

-Established service excellence as a key organizational priority and achieved improvements in patient Press Ganey scores of 30%.

-Created a comprehensive program to improve provider resiliency and quality of work life, reducing provider attrition by half.

-Increased Press Ganey employee satisfaction scores by 35%.

-Established organization wide focus on revenue cycle improvement resulting in increased physician payment rate per visit by 50% over 8 years.

-Successfully implemented electronic medical record and achieved 95% Meaningful Use Certification.

-Implemented improvements in safety including increased reporting, enhancements in education, and employee training programs.

-Established a comprehensive training program in opioid and narcotic prescribing and management.

-Established a successful program to retain care within our network (care coordination) resulting in increased downstream revenue to system hospitals of over 30%.

-Completed all of the above while meeting budget 7 out of 8 years.

Radius Specialty Hospital is a for-profit, 207-bed hospital with locations in Boston and Quincy Massachusetts.

Accomplishments:

-Developed a dedicated team of proactive, focused, high initiative executives and directors to run daily hospital operations.

-Completed construction of new state-of-the-art inpatient unit.

-Reduced expenses by 7% and significantly improved revenue cycle and cash collections.

-Took organization from minimal preparedness for Joint Commission Survey to highly successful survey.

-Significantly improved patient satisfaction scores.

-Created simple and concise ‘7 Key Organizational Goals’ with input from all stakeholders to guide daily operations, priorities, and communication. Assigned responsibilities/tasks and empowered the management team to move forward independently and proactively.

-Successfully negotiated Massachusetts Nurse Association (MNA) contract.

NSMC, a member of the Partner’s Healthcare System (Massachusetts General and Brigham and Women’s Hospitals), is the largest community hospital system north of Boston. NSMC includes Salem Hospital, Union Hospital, and North Shore Children’s Hospital.

Accomplishments:

-Responsible for departments of laboratory, pathology, radiology/imaging, real estate, construction, security, safety, maintenance/engineering, food service, environmental services, transport, linen services, and over 700 FTEs.

-Developed a dedicated team of proactive, focused, and high initiative leaders to run departments. Initiated comprehensive goal setting and accountability process including quarterly retreats.

-Completed major organizational improvement consulting studies in laboratory and radiology departments.

-Key contributor to 30 million dollar financial turnaround.

-Completed over 100 construction projects.

-Responsible for managing architects, engineers and contractors.

-Effectively managed 110 physician real estate leases/properties, eliminating non-productive rentals and moving 100% to market rates; leased or sold 20 surplus properties.

-Developed a successful and profitable laboratory outreach program with 100 blood drawing sites and $10 million dollars of revenue.

-Member of the team that developed the Mass General/North Shore Center for Outpatient Care in collaboration with Massachusetts General Hospital.

-Consistently exceeded fiscal requirements by operating departments below budget.

-Implemented extensive conservation initiatives, deferred maintenance, and infrastructure/critical systems upgrades.

-Engaged physicians in key decision making and goal setting.

Accomplishments:

-Consulted with boards of trustees and senior executives, assisting them in attracting, retaining and rewarding executive and physician talent.

-Clients included more than 400 healthcare organizations as well as institutions of higher learning and other public and private organizations throughout the US.

Appointed COO of Hallmark Health System, a 4 hospital system resulting from the merger of Lawrence Memorial Hospital, Melrose-Wakefield Hospital, Whidden Memorial Hospital, and the Malden Hospital Medical Center. HHS also included several freestanding outpatient medical facilities, a home care agency, three nursing homes, a family practice residency program, a school of nursing, and several hundred salaried and private physician groups.

Accomplishments:

-Responsible for all areas of health system operations.

-Reduced operating expenses by $30 million by restructuring operations and facilities, rationalizing services across the system, and eliminating redundant clinical capacity and management. Specific examples include the creation of a single core laboratory and conversion of the Malden Hospital to an outpatient facility.

-Led redesign of patient access/documentation/coding/billing process, resulting in revenue growth of $5 million dollars.

-Led organization-wide cultural integration project resulting in significant improvements in employee morale and greater commitment to the newly merged organization.

-Integrated four medical staffs into one, streamlining decision making.

Established career at Lawrence Memorial Hospital (LMH) and achieved excellent lateral and vertical growth over 15 years. LMH was one of the fastest growing and financially successful community hospitals in Massachusetts during this period. Responsibilities included strategic planning, business development, physician recruiting, radiology, respiratory therapy, rehabilitation, urgent care, off-site ancillary and senior citizen health centers, housekeeping, laundry, and dietary.

Accomplishments:

-Built a team of proactive, dedicated and highly competent leaders stressing collaboration and mutual support to manage hospital operations.

-Grew inpatient volume by 40%.

-Consistently achieved positive operating margins that were among the best in the state.

-Managed the development, construction and opening (on time and under budget) of the Courtyard Nursing Care Center, a highly successful and profitable 224-bed, long-term care facility.

-Developed a highly successful physician recruitment program including several single- and multi-specialty group practices and multiple freestanding ambulatory facilities incorporating primary and specialty care, radiology, laboratory, ultrasound and rehabilitation.

-Constructed approximately 70,000 square feet of off-site medical space in 15 separate locations and recruited physicians to occupy. Negotiated purchase/lease agreements, physician contracts, and income guarantees.

-Organized numerous successful Joint Commission surveys resulting in full accreditation with scores ranging from 92 to 96.

-Led development of a successful 20-bed Medical Psychiatric Program, 24-bed Geriatric Inpatient Unit and Durable Medical Equipment Program.

Developed curriculum for and taught several graduate level courses in Health Care Management including Cases in Healthcare Financial Management within the MBA Program. Consistently received outstanding student evaluations.

Graduate School of Business, Masters in Business Administration specializing in Healthcare Administration and Finance.

Graduated with honors for Academic Excellence.

Awarded the Henry J. Kaiser Fellowship for outstanding academic and professional potential, covering all tuition plus stipend.

College of Arts and Sciences, Bachelor of Arts Degree in Economics.

Dean’s List for Academic Excellence.

-Spring, 2018 Various Locations, China: Lecturer at 6 large academic medical centers to groups of physicians and hospital executives. Topics included Service Excellence and Quality Improvement.

-February, 2013 Orlando FL : Faculty Member, Physician Strategies Summit. Topic: New Strategies in Primary Care Development.

-2015 American College of Healthcare Executives, Senior Healthcare Executive of the Year Award.

-2010 American College of Healthcare Executives Service Award.

-2008 Partners in Excellence Award, Partners Healthcare.

-2000 Awarded the Key to the City of Medford “For outstanding and dedicated service and concern for the health and well-being of the citizens of the City of Medford”.

2000-Present, Healthcare Management Association of Massachusetts Board Member (Past President) and current Program Committee Chair. As Program Committee Chair since 2005, created one of the largest and most respected series of educational and networking programs in New England and nationally within the American College of Healthcare Executives, attracting thousands of participants, healthcare luminaries and executives from across the country.

Massachusetts Hospital Association, Specialty Hospital CEO Council

Board of Directors, Beth Isreal Deaconess Healthcare

Massachusetts Hospital Association, Finance Committee

Fellow in the American College of Healthcare Executives

Board of Directors, North Shore Imaging Center

Regional Advisory Council, American College of Healthcare Executives

Board of Directors, The Lawrence Organization (Physician/Hospital Organization)

Member, Medford Rotary Club

Member, Medford Chamber of Commerce

Board of Directors, Tri-City Community Mental Health Center

Board of Directors, Lawrence Memorial Health Services (Home Care Organization)

Board of Directors, Bigelow Associates (Physician Practice Corporation)

Board of Directors, Lawrence Memorial Realty Corporation

Board of Directors, North Parish Church of North Andover

Massachusetts Hospital Association, Sub-Acute Care Task Force

Mayor’s Transition Team, City of Medford