Experienced executive with a demonstrated successful long history of working in the home care and hospice industry. Skilled in Medicare, Medicaid waiver, personal care, private duty homecare. Strong professional Masters prepared RN. Highly successful in turnaround projects. Known for finding out of the box solutions. Industry thought leader.

WORK EXPERIENCE

Texas Home Health

(Guardian Home Care Holdings)

Responsible for overall scope of operations for home health agencies and state side provider business for assigned area. Responsible for budgeted revenue in excess of 66.4 million dollars (35.3 million for skilled and 31.1million attendant care state side business). Tasked with increasing business, improving profitability, mentoring and developing executive directors and maintaining regulatory compliance. Territory covered 10 physical locations with multiple business lines with 17 direct reports.

LifeCare Home Health Acquisition,

Overall responsibility for agencies under umbrella of LifeCare Acquisitions, LLC, Organization currently comprised of 16 agencies comprises of Medicare Home Health Parents, branches and Private Duty Business lines. . Tasked with reorganization, increasing profitability as well as improving clinical practices and outcomes as well as identifying and vetting agencies for sale including home and hospice organizations to broaden and expand current business lines. Revenue currently near 40 million. Responsible for decoupling of former parent organization of LifeCare LTACH hospitals and transitioning to ownership of a large private equity group. Identifying significant organization synergies, contracts, standardization, identified and will transition to new medical EMR (HCHB) in the fall. Accomplishing the above in addition to major and substantial new reimbursement method for Home Health as well as constantly changing regulatory landscape and a pandemic.

Professional Healthcare Resources, Inc.

Overall responsibility for agencies under umbrella of Professional Healthcare Resources, Inc. Organization currently comprised of 5 home health parent agencies, 4 Hospice Agencies, 3 private duty personal care agencies. Tasked with reorganization, increasing profitability as well as improving clinical practices and outcomes. Strong focus on clinical education and development, specialty program development and implementation. Conducted and implemented an in-depth reorganization analysis and plan. Grew census 25% in one year to over 1000. During the first-year total revenues for YTD May 2018 increased 8.4% over the same period in 2017 to a current run rate as of May 2018 of $33,972,593. As a percentage of revenues, the Cost of Goods Sold in 2018 decreased 7%, while the Gross Margin increased 6%. The company became profitable despite extraordinary legal expenses from a shareholder lawsuit (by the son by the company founder). Significant achievements included operationalizing the new 2018 Medicare Conditions of Participations, the new Emergency Preparedness plan, Negotiating and transition to a more comprehensive robust Electronic Health Record (HCHB), Filling vacant positions left empty by a failed acquisition prior to arrival. Implementing a new employee pay model. In May conducted an employee satisfaction survey and became certified as a “Great Place to Work”.  Strong in Advocacy at a National level though NAHC.

StoneGate Post-Acute Management

Overall responsibility for agencies under umbrella of StoneGate Post-Acute Management

Responsible for overall scope of operations for home health agencies assigned area. Tasked with increasing business, improving profitability, mentoring and developing agency administrators and maintaining regulatory compliance and assuring, constructing and implementing corporate of agency structures, staffing models and pay structures. Responsibility for assisting with and determining efficacy of agency acquisitions and implementation of integration into existing operations. Lead specialty program development, Successfully accomplished company turnaround from both a profitability and quality/clinical outcome perspective within 7 months of hire focusing on patient centered care and evidenced based pathways. Expanded company service lines, including the ability to care for significantly increased patient acuity. Responsible for managing home care Bundle 2 and Bundle 3 Bundled Payment Care Initiatives including but not limited to writing evidenced based clinical pathways for the 17 DRGs covered, doing analysis of outside and credentialed panel provider home care episode initiators from a compliance with pathways, ER and return to acute cost, frequencies and root cause. Enable system care continuum and care coordination through all post-acute levels. Providing estimate of financial variances monthly until CMS data available as well as determining and implementing changes as warranted. Vetted, selected, and managed Electronic Health Record conversion. Responsible for a merger and acquisition activity within home care including due diligence and ROI analysis. Responsibility for private duty business line and established a very profitable shared aide business with partner ALFs. Revenues of 10 Million, total census 700.  Successfully negotiated and managed sale of all agencies to Encompass Home Health May 1, 2017. Continued with organization for 60 days to ensure smooth and complete transition of services and care to EHHI.

Kindred Healthcare

CareSouth California purchased by Kindred healthcare April 1, 2011

Successfully integrated existing home care operations into a large and complex organization with multiple levels of the post-acute continuum. Developed synergies in care integration throughout the continuum. Developed Division capturement and metric reporting from continuum Kindred owned facilities in order to monitor and capture opportunity for cross referral relationships.

Worked closely with corporate business development team in identifying appropriate acquisitions to add to service line. On corporate committee to expand and integrate all other acquisitions to one home care IT system (HCHB). Worked with various members to help put in place organization wide infrastructure for homecare. Continued agency ACHC accreditation and single handily wrote and implemented division policies, procedures and completed PERS and accepted ACHC application for individual agency deemed status following change of ownership. Significantly improved profitability and clinical outcomes during tenure.

Care South Homecare Professionals

Responsible for overall scope of operations for home health agencies assigned area. Tasked with increasing business, improving profitability, mentoring and developing operations directors and maintaining regulatory compliance and assuring, achieving and maintaining ACHC accreditation status. Experience has included acquisition of two separate locations agencies/provider numbers. Territory covered 9 physical locations with 2010 budgeted revenue of 21 million.

Texas Home Health

(Guardian Home Care Holdings)

Responsible for overall scope of operations for home health agencies and state side provider business for assigned area. Responsible for budgeted revenue in excess of 66.4 million dollars (35.3 million for skilled and 31.1million attendant care state side business). Tasked with increasing business, improving profitability, mentoring and developing executive directors and maintaining regulatory compliance. Territory covered 10 physical locations with multiple business lines with 17 direct reports.

Addus Healthcare

Responsible for overall scope of operations for home health agencies and assisted care locations including in home support services, including but not limited to, clinical, performance improvement, OBQI, and financial operations, Profit and Loss. State/Federal certifications and standards compliance, business development (sales, marketing and business plan development) due diligence and financial proforma(s) for potential acquisitions and work re-engineering projects. Care Coordination through all business lines to provide continuum care Responsible for 17 locations with 2007 budgeted revenue more than 30 million. Took net income from 56K in 2002 to 3.5 million in 2005. Responsible for identification facilitating asset purchase of new agencies and integration to the organization . Had 25 direct reports.

Independent Consultant

Worked as a consultant to hospital and homecare companies requiring operational analysis, re-engineering, business plan development, specialty program development and implementation, and quality assurance activities. Very successful and high-volume practice.

Columbia HomeCare Group

Responsible for overall scope of operations for hospital based home health agencies and hospices in conjunction with hospital and division senior management, including but not limited to, clinical, performance improvement and compliance, billing, computerized systems, and financial operations, State and JCAHO certifications and standards compliance, business development (sales, marketing and business plan development with supervision and development of sales representatives in each location) and work re-engineering projects. Was assigned to Midwest and Continental Divisions in 5 states (64 agency locations – 5 Commercial agencies (including supplemental staffing and private duty), 4 hospices, and 2 infusion) Added North Texas division for last year of employment which had 10 skilled and one pediatric location. 1998 budgeted visits for the division(s) were 960,000 and 100 Million dollars in revenue. All agencies under my direction were found to be compliant with all federal and state regulations when whole company was under investigation by the FBI that extended over an 18 month period.. Excellent ability to navigate through matrix reporting structure in a complex organization.

Developed and instituted successfully new nursing model in multiple sites to improve work efficiencies, as well as, increase patient, physician, and staff satisfaction with services provided and position agencies for managed care.

Actively involved in multiple acquisitions. Developed companywide acquisition manual with specific plans of action to integrate acquired freestanding agencies into new and existing hospital-based agencies. Member of Corporate Forms Committee.

Cardiac Alliance, Inc.

Area Operations Manager/Co-Director of Corporate Nursing

Western United States

Responsible for the overall functioning and direction of all branch offices in the Western United States (one half of the country) for cardiac specialty home care company providing high acuity home care, infusion, pharmacy, DME related products, as well as, physiological lab. Approximately 75% of all patients on service on inotropic infusion. From October 1992 – October 1993, responsible for operations for whole United States. Opened 10 new offices, participated in and assured state licensing and Medicare certifications. Ensured overall quality of care, quality assurance operations, coordination of patient care activities and adherence to clinical service center operations, including obtaining appropriate license(s), procuring office space, coordinating all office furniture and equipment necessary to open the branch office. Also responsible for hiring and directly supervising operational and field staff and implementing all services provided by the branch office. Responsible for and participated in direct sales and marketing activities to existing and potential clients such as physicians, hospitals, and payors. Negotiated and interacted with commercial and managed care organizations. Played active role in getting Inotropic infusions approved first by state Medicare directors and secondly by regional DMERC’s after regionalization. Responsible for successfully obtaining CON for agency in Alabama. Served as a corporate level consultant in nursing and nursing administration policy and procedure development. As Co-Director of Corporate Nursing, responsibilities included reviewing and overseeing clinical applications, new program development. Assisted with development and institution of special projects such as nursing productivity system, computerized nursing documentation system and case management system. Active participant in the HEART Research Study looking at the safety and efficacy of improving patient outcomes using inotropic infusion for Heart Failure patients at home.

TM Associates

General Partner

General partner of independent nursing consulting firm; specializing in critical care management, development, education and equipment. Negotiate all firm contacts and provide service required. Existing contracts have included efficacy determination of proposed medical equipment products including functionality, marketing, sales presentation and education of the sales force; analysis of currently available products, writing instruction manuals for said products, recommendations for improvement of product. Other projects have included: independent test writing for major journals, physiology based lecture series, expert witness testimony.

Grossmont Hospital

East San Diego County Regional Medical Center

Director of Critical Care Services

Department size: seven units totaling 52 intensive care beds and 34 Cardiac Observation Unit/Telemetry beds, in a unionized setting; (approximately 160 employees, budgetary responsibility in excess of 10 million dollars).

Responsible for overall operation, scope and services of the Department of Critical Care in coordination with the medical director and hospital administration in a totally decentralized nursing organizational structure. Oversee hiring, disciplinary action, terminations, training and education for all employees assigned to area of responsibility. Establish, develop and administer operating and capital equipment budgets for the department. Plan, evaluate and interpret statistical, narrative and analytical reports to address departmental services to the patient and future community needs. Act as clinical consultant within and outside the department. Review and ascertain that all Title XXII and JCAHO requirements were met. Manage the interdisciplinary CODE BLUE team. Significantly improved financial and clinical outcomes as well as employee turnover during my tenure as well as establishing a Cardiovascular Surgery Service Trauma I designation and building and designing of new and expanded

EDUCATION

Alexandria Hospital School of Nursing – Alexandria, Virginia

              with affiliation with:

Columbia University – New York, New York – Diploma in Nursing

Chamberlain College of Nursing (formerly Deaconess College) – BSN

Chamberlain College of Nursing (formerly Deaconess College) – MSN with ED SPECIALTY