A nonprofit organization that was formed in partnership by the Fred Hutchinson Cancer Research Center, Seattle Children’s Hospital, and the University of Washington Medicine. One of the ten national dedicated cancer centers. Consistently named one of the top 10 hospitals for cancer care by US News and World Report.

Executive Vice President: Strategic leader and operational executive of SCCA. Direct reports include the Chiefs of Finance, Information Technology, Nursing, People and Strategy. Reports directly to the SCCA Executive Director. Key leader for establishing strategy, structure and culture that executes on the performance commitments. Key accomplishments:

• Built credibility with the Board and member owners to secure support for:

  • $281 million clinical expansion ground-breaking opening Spring 2023

  • $236 million financing for the clinical expansion

  • Land swap transaction with the Fred Hutchinson Cancer Research Center

  • Joint Venture with Overlake Medical Centered, opened July 2020

  • $40 million proton center acquisition, closing February 2021

  • Launched a three-year project to refine the operating model and transform the culture to

    one of high performance

  • Collaboration with UW Medicine to produce the first joint Adult Oncology Strategic Plan

• Guided the organization through a major restructure of governance and management of
  Adult Oncology Program

  • Converted to a non-member owned nonprofit corporation.

  • Seattle Cancer Care Alliance merged with the Fred Hutchinson Cancer Research Center

    to form the Fred Hutchinson Cancer Center

  • Negotiated a management services agreement with UW Medicine to provide strategic

    oversite for the combined clinically integrated adult oncology program

• Financial Accomplishment as the Executive Vice President

  • Cash flow from operations grew at 70% per year during this period compared to 20% per year the previous five years

  • Growth in net assets was 78% per year during this period compared to 56% per year the previous five years

• Workforce Engagement

  • Established leadership position and funding to launch a focus on diversity, equity and

    inclusion

  • Appointed a Chief People Officer to drive activities in organizational development and

    improvement of employee engagement

  • Launched Project Compass to build a sustainable operating and leadership model

• Successful navigation through the COVID-19 pandemic

  • Enhanced collaboration with our member organizations and the State of Washington

    through our incident command structure

  • Successfully managed to budget

  • Established telemedicine program that comprises 20% of office visits

  • Conversion of electronic health record from Cerner to Epic, Spring 2021

• Established greater transparency with physicians and the management team through formal meetings, individual conversations and periodic rounding while promoting a servant leadership model.

Chief Financial Officer: Preserves the assets of the organization, directs efficient and effective financial operations, provides the financial perspective in strategy development, and drives a fiscal accountability mindset throughout the organization. Direct reports included: Director of Revenue Cycle; Director of Financial Operations; Director of Corporate Finance; Director of Public Affairs and Payer Contracting.

Key Accomplishments:

• Successful collaboration on the financial projections of a proposed governance reorganization

• Updated long-range financial plan secured Board endorsement

• Led the development of the business case for a $281 million clinical expansion at South

  Lake Union

• Completed a revenue cycle assessment leading to initiatives targeting $5 million in

  annual improvement

• Completed annual rating review with Fitch Rating Service, confirmed A+ rating

• Co-Sponsor of the value-based care vision and strategy for the organization

Chief Executive Officer
Population Health Alliance of Oregon, Portland, OR (dba Propel Health, Oregon ACO)

2014 to 2018

Chief Financial Officer, Hospitals and Clinics

• Responsible for Admitting, Fiscal Services, Health Information Services, Patient Accounting Office, and Health System ITG.

• Established a new model for financial leadership in the health system. Recruited three directors to strengthen the hospital’s financial management team.

• Worked with senior hospital leadership to develop a collaborative methodology for capital allocation that included a model for consistently measuring return on each capital investment.

• Cultivated a collaborative and open relationship with physician practice leadership. Coordinated the development of the financial data and analysis that enabled completion of the Memo of Understanding between the hospital and the medical group.

• Worked with the ONA negotiating team to reach a final settlement. Facilitated development of key financial information for internal and external communication.