Radiology Partners

Regional Vice President, Internal Market Development

Radiology Partners is an innovative healthcare service company focused on transforming how radiologists provide services to hospitals, referring physicians and patients. Our national group practice is differentiated by our state-of-the art clinical technology, specialized expertise and access to capital and talent. This empowers our physician partners to provide outstanding patient care and extraordinary service while enjoying a more secure and financially attractive future. 

Radiology Partners was founded by experienced healthcare service executives with a track record of building significant organizations that have lead meaningful quality and service improvements in their segments. We are funded by New Enterprise Associates (NEA), a leading global private equity firm with over three decades of health care service investment experience.

Regional Vice President of Operations

Seeking Vice President | Chief Operating Officer | Director Position

Attended 2015 American College of Healthcare Executive Conference - Chicago, IL - March 2015
Fellow Candidate - Board Certification, American College of Healthcare Executives

Healthcare - Group Practice Management - Not for Profit Industries

PacMoore Products

As the Vice President of Operation, I provided senior leadership within a 4-person Senior Management Team responsible for strategic direction and was responsible for 2 facilities and direct reports including manufacturing operations, quality, engineering, maintenance, warehousing, and customer account management. During my tenure, I led operational improvements achieving 20-25% annual growth and oversaw and managed employees operating two separate manufacturing facilities, located 200 miles apart, annually producing in excess of 250,000,000 pounds of dry food ingredients. Additionally, I guided employee training program implementation that encompassed English as a Second Language and Standard Operating Procedure training and certification that received state level recognition and funding. I also introduced and deployed a continuous improvement culture for all areas, insuring timely responses to customer needs and to insure constant assessment and improvement of services and coached, trained, supervised, and evaluated staff in order to identify emerging leaders. Many of my efforts were focused on added-value initiatives insuring adequate return resulted from efforts and activities.

Vice President of Operations

I managed manufacturing operations, maintenance, warehousing, and customer account management for the company's largest facility and grew revenues from $12M to $16M and employees from 80 to 135 and implemented ESL and GED programs with awarded Indiana State funding for employee training and growth.

General Manager

Kenmare and Associates

As the Director of Business Operations, I organized and established business infrastructure for a rapidly growing construction company performing services in the six collar counties of Chicago. I streamlined billing and receivables management, achieving a decline in A/R days by 40%. Additionally, I created, established, and maintained a job-specific materials use database to perform project cost analysis and employee performance evaluation providing data at the builder-subdivision-lot level of detail. I also supported sales growth from $1.2M $8.0 M in 3 years.

Director Business Operations

University of Chicago Hospitals

As the Administrative Director of Imaging Services, I was responsible for 250+ employees, $20M capital budget/year, $32M expense budget and $325M revenue budget and led operations for a 250,000 test imaging department operating both an inpatient and outpatient program – 24/7, 365 days per year. I engineered and implemented a turnaround strategy for the Department of Radiology taking a $1.2M annual loss to a $600,000 profit in 18 months. I collaboratively worked with Human Resources to overcome the primary use of temporary technologists for staffing imaging equipment, reducing vacancy utilization from 66% to less than 10% in 12 months. I also designed service improvement strategies that supported the needs of the referring physician community, which were implemented and measured for effectiveness and formulated, wrote, and implemented quality improvement initiatives for overall institutional compliance. During my tenure, I initiated hiring and retention strategies enabling managers to hire qualified individuals to fill vacancies and oversaw capital budgets exceeding $20 million annually, delivering projects on time and within budget.

Administrative Director, Imaging Services

I managed administrative functions supporting the Clinical, Research, and Educational missions of the Chicago Lying-In Hospital and the Department of Obstetrics and Gynecology. I also managed inpatient/outpatient clinical operations staff that performed over 3,200 deliveries, 200,000 outpatient visits, 16,000 gynecologic surgical procedures, and over 100 IVF cases annually. I also directed and deployed strategy to create a satellite clinic referral network for Women's programs improving patient access to community based referring physician while supporting patient care plans. Furthermore, I oversaw, marketed, and promoted the clinical activities of an active clinical department providing services in Maternal Fetal Medicine, Gynecologic Oncology, Reproductive Endocrinology and Infertility, Clinical Genetics and General Obstetrics, and Gynecology.

Associate Director, Woman's Programs

The University of Chicago

I administered the academic, clinical, and research budget for a NIH top 10 clinical department and participated and oversaw the faculty recruitment activities of the department. I also managed physician billing and revenue enhancement activities for full time faculty and ancillary services. I presided over annual budgeting activities for the department which were reviewed and endorsed by the Dean of the Biological Sciences at the University Administration. I directed several renovations and upgrades to offices and research laboratories requiring collaboration and negotiations with contractors and suppliers and formulated and administered the department's physician compensation incentive program with the Department Chairman. I also participated as a member of the Department's Executive Leadership team including the Department Chairman and Section Chiefs.

Administrator, Department of Obstetrics and Gynecology

St. Joseph Hospital and Medical Center

As the Assistant Director of Medical Staff Development, I oversaw and developed strategies for physician practice acquisition, networking, and other related physician liaison activities. I also managed the hospital’s graduate medical education programs and continuing medical education activities. I evaluated, planned, and executed the acquisition of three separate OB/GYN practices and one Family Practice group and integrated these practices into a single entity using common systems, policies, and procedures.

Assistant Director of Medical Staff Development

I am an accomplished Healthcare Executive and Administrator with a demonstrated track record of consistently providing enduring contributions at strategic and operational levels influencing corporate stabilization. I possess considerable experience organizing and managing projects from inception to completion including capital renovations and installations, facility maintenance and re-design, new and start-up installations, IT and MIS upgrades, revenue enhancement strategies, and employee development. I am a conscientious and motivated leader focused on creating environments of collaboration and trust where employees can thrive and maximize their potential.  I consistently display comprehensive administrative leadership while leading and directing teams to problem solve and optimize operations.  I have effectively managed and delivered measurable results within academic medical centers and integrated healthcare systems.  I foster and maintain strong physician relations and physician practice management skills combined with a focused commitment towards creating continuous improvement cultures within health systems and organizations.

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