Our team of healthcare practitioner advisors is dedicated to improving the financial health of your organization. Meet your new team!


Senior CFO

Kevin is known for his ability to develop and translate strategies into company growth and improved operational and financial performance. He has a consistent track record of achieving high performance in operating income, growth of market share, employee engagement, medical staff engagement, and board leadership. Passionate about servant leadership, coaching, leading with a purpose, and creating sustainable outcomes, Kevin has experience as a manager, financial advisor, strategist, board member, and coach. 


  • Equity Partnerships, New Venture Start-ups, and Subsidiary Corporations
  • Profitability Improvement
  • Interim CFO/Interim CEO
  • Medical Buildings (MOBs/ASCs/Urgent Care/ FrEDs)
  • Board Development and Strategic Planning
  • Leadership Development and Coaching
  • Medical Group Practices
  • Certificate of Public Need (COPN)
  • Ambulatory Care Delivery Systems and Facilities
  • Home Care, Hospice, DME and Pharmacy
  • Mergers, Acquisitions, and Divestitures
  • Price Transparency, Strategic Pricing and Outpatient Pricing

Professional Experience

Kevin served as Senior Vice President, Strategic Finance, Capital Asset Management and Integration for Bon Secours Health System, a $3.5 billion, 24,000 employee, healthcare system. His responsibilities included strategic affiliations, capital development projects, and integration of key operational functions. These priorities contributed to growth of market share and system-wide performance. There he developed and constructed medical buildings, formed equity partnerships with physicians, created clinical service partnerships, built a high-performing governing board, and grew operating EBIDTA. 

  • Chief Executive Officer, Bon Secours Virginia Ambulatory Services
  • Manager & Senior Consultant, Northeast Healthcare Consulting, Ernst & Young
  • Executive Director – Medical Group Operations, Bon Secours Richmond Health System
  • Executive Vice President – Ambulatory Care Operations, Bon Secours Virginia HealthSource, Inc.
  • Director – Strategic & Market Planning, St. Mary’s Hospital

Professional Accomplishments

Served as interim CFO for a $950 million total operating revenue healthcare system with acute, rehab, occupational health, outpatient, urgent/emergency, home care, hospice, senior living, and physician practice operations.

Led company growth starting with 15 employees to 750+/- employees, generating operating EBITDA ranging from 15 to 45% by enterprise group, and reaching $250 million in annual revenue and $45 million in annual income.

Led development, construction, financing, and operation of healthcare properties totaling 1+ million square feet including four office buildings, five freestanding emergency and urgent care centers, four medical oncology/radiation oncology centers, and other hospital, outpatient, and physician clinic facilities.

Completed acquisition of various advanced imaging, radiation oncology, assisted living, and ambulatory surgery centers from corporate owners and physician groups. Led initiatives for divestment of select business enterprises including DME, home infusion pharmacy, outreach laboratory, assisted living, and a risk-based behavioral health management organization.

Launched and completed a plan to build a multi-specialty medical group. Grew the group to 175+/- physician and APC providers. Led merger of the group with another hospital-owned physician enterprise.





Master of Business Administration – Finance, Virginia Commonwealth University

Bachelor of Science, Health Care Management, Medical College of Virginia – Virginia Commonwealth University

Leadership Coaching, Georgetown University – Institute for Transformational Leadership

Executive Integral Leadership, University of Notre Dame – Mendoza College of Business


Senior CFO


Senior CFO

Senior-level executive with comprehensive healthcare experience in large, multihospital healthcare systems, physician group practices, for-profit home health and biotech companies, mid-size community hospital systems, and Big 4 Accounting firms. A team-builder with proven track record of accomplishment. Broad finance and operations experience gained in publicly-held and private companies, including startup and turnaround situations. 


  • Strategic Planning
  • Cost Reduction
  • IPO Preparations
  • Debt/Equity Financing
  • Contract Negotiations
  • Health Plans
  • Population Health
  • Mergers/Acquisitions
  • Big 4 Accounting

Professional Experience

  • Senior CFO Consultant – Warbird Consulting Partners
  • Senior VP, Chief Financial Officer – Summa Health
  • Consultant – Tatum
  • Chief Financial Officer – Crozer-Keystone Health System
  • Trinity Health, Mount Carmel Health System
    • Regional CFO, Ohio
    • Senior Vice President, Chief Financial Officer
  • Adena Health System
    • Chief Financial Officer
    • President, Southern Ohio Healthcare Network (SOHCN)
  • President, University Hospitals Faculty Services – University Hospitals Health System
  • Chief Financial Officer – NetGenics, Inc
  • Senior Vice President, Chief Financial Officer – Quantum Health Resources, Inc.
  • Geisinger Health System
    • Senior Vice President, Finance
    • Vice President, Finance
    • Administrative Director, Internal Audits
  • Senior Internal Auditor – Cleveland Clinic Foundation

Professional Accomplishments

Managed all financial aspects of Summa’s response to the Coronavirus pandemic including cost containment, federal financial
assistance, communications with rating agencies and banks, and securing $100M line of credit at an attractive rate

Restructured Summa’s debt portfolio including the completion of a $312M Series 2021 Financing. Achieved the tightest credit
spread by an insured non-profit hospital since 2019

Initiated a correct coding and 340b management engagement resulting in significant improvements to Summa’s overall revenue

Significantly improved Mount Carmel’s managed care contracted rates adding nearly $100M in net revenues over two years

Drove improved accountability for financial performance and significantly narrowed operating margin gaps over multiple years

Restructured Finance Division, developed existing leaders and, where necessary, appointed new leadership

Heavily involved in population health initiatives including Board Chair of MediGold, a provider-owned Medicare Advantage Health
Plan, ACO’s, MSSP, and bundled payments

Rebuilt Adena’s Finance Department to better serve the organization adding talent, functions (Treasury Management, Decision
Support, Reimbursement, and Financial Planning) and improved processes for Capital Expenditures, Productivity, and Manpower

Completed $143M refinancing of variable rate debt, and financed new Adena Cancer Center with $30M Bank Qualified Financing

Received rating upgrade from Moody’s, A2 Stable from A3 Positive, and outlook upgrade from Standard & Poor’s, A Stable from
A Negative

Created overall strategy for SOHCN deal structure for $16M FCC telecommunications grant





B.A., Accounting and Mathematics, Cum Laude – Marietta College

Certified Public Accountant (Inactive) – Ohio, 1982



Senior CFO


Senior CFO

Kari Cornicelli, FHFMA, CPA is an accomplished and visionary healthcare executive with a successful track record of achieving strong year-over-year financial results, growing market share, and driving operational cost efficiencies across diverse health care delivery systems. She has extensive experience including 3 ½ years as the Executive Vice President, Chief Financial Officer of one of the nation’s largest free-standing academic children’s hospitals. Additionally, Kari has 22 years of experience as a Chief Financial Officer in an integrated regional delivery system providing acute and tertiary services including level two trauma, kidney, pancreas and heart transplant programs, behavioral health, freestanding women and newborn hospital with level three neonatal care, ambulatory surgery and outpatient imaging centers, and comprehensive home care services.

Kari is an innovator leveraging clinical and financial data to deliver transformational results in profitability and growth, clinical and quality improvement, and employee/physician engagement. She is a strategic thought leader creating financial and patient care models that deliver quality clinical health outcomes, care coordination, and economic savings for value-based population health programs. Kari is a committed industry and community leader, at the local, state, and national levels, a poised and engaging presenter who excels at communicating complex information in a meaningful, actionable manner, and a frequent speaker at regional and national healthcare financial conferences.

Kari’s core values center upon compassionate leadership, accountability, and transparency. She is a genuine and authentic leader who cultivates strong relationships to create and implement effective strategies, achieving impressive operational outcomes. Kari focuses on financial integrity while developing sustainable financial systems and building best-of-class teams. She is passionate about mentoring the next generation of leaders.

Professional Experience

  • Development of strategic, operational, and financial sustainability plan for facilities in breach of bond covenants.
  • Creation of a financial re-opening plan for closed, bankrupt hospital to secure state funding for the re-opening of the facilities and clinics.
  • Key executive during the pandemic leading financial sustainability initiatives resulting in no employee layoffs or furloughs. Developed extensive financial plan achieving $28.4 million in expense reductions, $100 million in accelerated cash advancements, significant increases in supplemental funding from the federal government and retained $84 million in CARES Act funding.
  • Contributed to the organizational growth and expansion from a stand-alone hospital into a health system, growing net revenues to $1.3 billion, improving the balance sheet and cash position and achieving two bond rating upgrades over a two-year period to AA- (Fitch) and A+ (S&P) and A1 (Moody’s).
  • Successfully completed new money bond financing totaling $290 million with all three rating agencies affirming ratings despite increase in debt.
  • Successfully completed two bond re-financings – $155 million with net present value savings totaling over $64 million and $75 million with net present value savings totaling over $14 million.
  • Transitioned investment portfolio to new outsourced chief investment firm, revised asset allocations and grew portfolio to $1.1 billion. Days cash on hand grew from 232 days to 421 days.
  • Successfully renegotiated largest managed care contract resulting in increased net revenues averaging 7% return annually over two-year contract.
  • Led systemwide multidisciplinary improvement project to identify and implement claim denial prevention strategies for write-offs in excess of $240.0 million. Project included extensive causation and financial analysis, transparently sharing data, educating leaders regarding improvement opportunities, and breaking down silos between front end and back end clinical and revenue cycle departments to collaboratively implement workflow improvements.




Bachelor of Science, Accounting – Weber State University, Ogden, UT

Certified Public Accountant, Licensed in the State of California


Fellow, Healthcare Financial Management Association (HFMA)

Certified Green Belt and High Reliability Trainer

Senior CFO


Senior CFO

Doug has 35 years of healthcare experience, primarily in executive management and senior leadership positions. Doug has functioned successfully as a managing partner in several roles including his present role as leader of the CFO Consulting Network within Warbird’s Healthcare Practice. He has also performed as a Sr. CFO (interim) and Sr. Financial Advisor to hospital and system clients. He has provided expertise in financial turnarounds and in margin and performance improvement efforts. Doug also assists Warbird Healthcare in business sales origination and client network relationships. He joined Warbird Consulting Partners as its Healthcare Managing Partner in January 2012.


  • System integration, acquisitions and hospital closure process and management (asset rationalization strategies)
  • Performance and margin improvement
  • Turnaround and preparation for an affiliation or merger integration
  • Long-range strategic planning
  • External business strategies, process and relationships, including acquisitions, divestitures, affiliations and mergers
  • Post-turnaround implementation profitability programs and measurement
  • Specialized Subject Matter Expert projects

Professional Experience

In 1999, Doug joined Stockamp & Associates as a partner and managing director. Stockamp was acquired by Huron Consulting Group in 2008. Prior to his tenure at Stockamp, Doug’s career included 18 years of experience as a CFO, including work for the HealthEast Care System in St. Paul, Minnesota and at Good Samaritan Hospital within the Legacy Health System in Portland, OR. While at Legacy, Doug also served as Corporate Senior Vice President for Managed Care and Revenue Management.

Doug has a BA in Economics from the University of California, Santa Barbara and a Master of Public Administration (Financial Planning) from California State University, Long Beach.


Email: dfenstermaker@warbirdcp.com


Bachelor of Arts, Economics; University of Southern California, Santa Barbara
Master of Public

Administration (Financial Planning); California State University, Long Beach


Healthcare CFO Roundtable, member since 1993

Healthcare Management Academy, member since 2001

American Hospital Association, executive liaison since 2007

Senior CFO


Senior CFO

Jim is a senior healthcare executive with nearly 30 years’ experience in guiding the strategic and operational direction of integrated healthcare systems.  A proven leader with a diversity of experience, an understanding of the challenges facing healthcare and the array of approaches to their solutions. A bias for action and building strong leadership teams.


  • Performance and margin improvement
  • Specialized Subject Matter Expert projects including finance organization assessments and restructures
  • Business planning and outsourcing strategies including implementation
  • SWOT-based long-range strategic capital and financial planning and implementation
  • Community information sharing (HIE) strategies
  • System integration, acquisitions and hospital closure asset rationalization strategies
  • Turnaround planning and implementation including revenue development and cost management
  • Integration and centralization of accounting, business office and shared services
  • Former CFO Role: Catholic Health Partners (Now Mercy Health), Cincinnati, & Augusta Health, Fishersville, VA

Professional Experience

Prior to joining Warbird‘s CFO Consulting Network, Jim served as the CFO for Catholic Health Partners (CHP), a $5 Billion, faith-based, healthcare system that operates over 20 hospitals in 2 states as well as long-term care, home health and hospice programs. Jim was a Chief Operating Officer and Interim regional CEO during his 14 years with CHP. Prior to joining CHP, Jim was a Finance Vice-president for Adventist Health Systems (AHS) where his 15 year career saw a steady progression of responsibility from controller of Florida Hospital to a regional CFO and corporate vice president. Over the 30 years in healthcare he accomplished the following:

  • Raised the question that lead in part to a strategic assessment of the company’s portfolio that moved the organization to a more geographically centric strategy rather than as broad a multi-state approach.
  • Redefined the governance finance oversight process to focus on four key elements of success that balance operational and strategic expectation while merging these into the rating agency and capital planning processes. The organization has been recognized as a best practice for its governance and investor disclosure processes.
  • Participated in the negotiations of several $250 million plus sales/acquisitions that repositioned the organization for the more geographically centric strategy that better positioned it for population health and the Health Exchanges.
  • A key member of the negotiating team that resulted in a breakthrough in the approach to establishing market presence increased state market share by over 20%.
  • The key financial leader in the acquisition of Kaiser Permanente – Ohio that positioned the organization for population health and the role of a health plan, physician and acute operations in that solution.
  • Focused fiscal strategy on the interdependent nature of the investment, insurance, debt and pension strategies to optimize financial flexibility.
  • Moved from a defined benefit (DB) to a defined contribution (DC) pension plan with the DB plan nearly 100% funded.
  • Presented to rating agencies, investment bankers and insurers and annual investor conferences.
  • Resolved bond covenant compliance issues that rose out of the 2007-2008 financial meltdown.
  • Standardized and centralized the finance operations of a $5 billion health system improving services while reducing cost by over 15%.
  • Redefined the financial planning process that resulted in a five year strategic, capital and operating and forecasting approach that focused management on longer term objectives and short term opportunities. Strategy and operations were significantly influenced by this process.
  • Transitioned revenue cycle to a partial outsourced model that reduced capital cost by $30 million and will move costs to the 90th percentile.
  • Refocused the organization from building a new hospital to developing the ”Optimal Health Solution” for the community focused on an outpatient and physician partnering strategy.
  • Led staffing operational initiatives that became the approach for the organization reducing cost by over 20% with quartile to decile results.
  • Redefined the supply chain management process, decreasing costs to below quartile benchmarks.
  • Facilitated numerous operational turnarounds.
  • Balanced operational and strategic needs by implementing a capital allocation process that incorporated maximized opportunities while focusing on strategy and mission objectives.
  • Led the implementation of an organization wide managed care contract management system.
  • Developed and implemented one of the first organizational wide healthcare cost accounting systems in the country




M.B.A. – University of Nebraska, Lincoln

Certified Public Accountant, 1983-94


Healthcare Financial Mgmt Association (HFMA)

Former Adjunct Professor, Xavier University

HFMA Large System CFO Council

Senior CFO

David Larsen

Senior CFO

David is an Operational Finance Executive with 35 years of extensive experience in healthcare accounting, accounts receivable management, budgeting, reimbursement, compliance, information systems, medical records, supply chain, and management engineering. Dave’s experience is in a wide range of healthcare settings from large referral/teaching hospitals to small 20-bed critical access hospitals. He has a solid work ethic with a history of achieving financial and income goals.


  • Operational Finance Executive – over 35 years
  • Regional CFO
  • Financial operations restructuring
  • Revenue Cycle billing improvements efforts
  • Healthcare accounting, accounts receivable management, budgeting, reimbursement, compliance, information systems – forecasting, analysis and fiscal response plan development
  • New greenfield hospital preparation and operations
  • Experience in healthcare settings from large referral/teaching hospitals to small 20-bed critical access hospitals
  • Consolidated Accounting and Finance functions for five small rural hospitals

Professional Experience

  • Director of Finance for Urban Central Region Intermountain Healthcare, Salt Lake City, Utah
  • Director of Finance for Southern Region Intermountain Healthcare, Salt Lake City, Utah
  • Assistant to the Vice President of Finance Intermountain Healthcare, Salt Lake City, Utah
  • Financial Analyst/Intern Intermountain Healthcare, Salt Lake

Representative Accomplishments

  • Initiated Revenue Cycle billing improvement efforts as the lead on Intermountain Healthcare Pilot that included a multidisciplinary team compromised of Patient Accounts, Finance, Nursing, Radiology, Cardiology, and Lab. On average this team created over $3 million per year in improvements. Efforts were expanded to all Intermountain facilities.
  • Developed and implemented a centralized model for research accounting and billing at Intermountain Healthcare. Collaborated with hospital CFOs and accounting managers to create a new model built on the research accounting enterprise at LDS Hospital. This model was later presented to management and adopted for use by the Clinical and Administrative Research teams.
  • Implemented a region-wide budgeting and financial services to facilitate change to region-wide management model and one regional board of directors. Redesigned the budget function, moving more financial support to the service line administrators and their department heads.
  • Managed highly complex hospital reorganization with the opening of the new 1.5 million square foot Intermountain Medical Center bringing together a team from five hospitals to create a new flagship hospital for Intermountain Healthcare. Instrumental in working with CMS to get a unique licensing arrangement which allowed the Medical Center to open with full Transplant and Teaching capabilities. Also helped the hospital avoid $4-5 million per year in additional costs
  • Integrated Accounting functions including accounts payable, fixed assets, and payroll across all Region facilities, reducing expenses by 20% over a five-year period.
  • Consolidated Accounting and Finance functions for five small rural hospitals. Reduced FTE’s and expenses, at the same time improving compliance with policies and internal audits.


  • MBA with an emphasis in Finance and Accounting, Brigham Young University, Provo, Utah
  • Bachelor of Science Degree in Mathematics
David Larsen
Senior CFO

Ron Long

Senior CFO

Ron brings 40 years of healthcare leadership experience. His background includes financial management of large and complex healthcare organizations in a variety of settings ranging from rural to suburban to large urban academic centers, regional health systems, health plans, joint ventures and physician group practices. Long has concentrated on adding value to the organizations he serves through improved revenue cycle processes, negotiation of uniquely advantageous contracts with payors, financial discipline in operations and deployment of capital, innovative debt financing, and astute investment of long term liquid assets. His financial risk management skills have resulted in rating upgrades at three of his most recent employers, with Texas Health Resources currently rated AA2/AA by Moody’s and Standard & Poor’s. As past National Chairman of the Healthcare Financial Management Association and immediate Past Chair of its’ Large System CFO Council, Long’s professional network is national in scope.


  • Senior CFO and Treasurer for a 26 entity, $4Billion multi-hospital health system
  • Expertise and leadership in the development and implementation of physician-hospital joint ventures
  • Leadership in the creation and implementation of ambulatory surgery and outpatient hospital joint-venture
  • Experience in negotiating and implementing outsourced revenue cycle capabilities and acquisition of a large health plan
  • Formed a business relationship with a Texas Academic Medical Center to expand population health and physician services in the Dallas metro market
  • Former CFO Role: Texas Health Resources, Arlington, TX

Professional Experience

Ron’s most recent position was as Executive Vice President and Chief Financial Officer for Texas Health Resources, a $4 billion health system located in Dallas / Fort Worth, Texas which operates 26 wholly owned and joint ventured hospitals, 68 outpatient facilities, and an 800 provider employed physician group. THR recently announced an innovative affiliation with the University of Texas Southwestern to create a population health services company and physician network to create capability for managing population health risk using a clinically integrated network. Other professional experiences include:

  • Executive Vice President and CFO for Health Alliance of Greater Cincinnati.

  • Senior Vice President of Finance and Health Plans for Saint Mary’s Health Network in Nevada.

  • Advisory Board Member for Acclara – A private equity company specializing in outsourcing of revenue cycle services for health systems, located in Houston, TX and Philadelphia, PA.

  • Board Member for Southwestern Health Resources – An affiliation of Texas Health Resources and the University of Texas Southwestern.

  • Board Member for Texas Health Aetna – A joint venture between Texas Health Resources and Aetna to own and operate a health plan of 100,000+ members in the Dallas Fort Worth market. Ron was the primary executive responsible for negotiating the JV with Aetna.

  • Board Chair for Texas Health Partners – The management company which provides infrastructure and management services to three joint venture surgical hospitals and two joint venture acute care hospitals together with community physician owners.

  • Finance Committee Chair and Board Member for the joint venture between Texas Health Resources and Adventist Sunbelt Health System to operate a large hospital in the DFW market.



  • MBA with an emphasis in Finance and Accounting, Brigham Young University, Provo, Utah
  • Bachelor of Science Degree in Mathematics
  • Healthcare Financial Management Association – National Chairman in 2000-01 and past Chair of the Large System CFO Council.

  • Boy Scouts of America – Board member in Cincinnati, OH and Dallas, TX. Past Treasurer of Circle Ten Council in Dallas.

Ron Long
Senior CFO


Senior CFO

Chris is a Healthcare Executive with 40 years of experience in C-Suite and Director level roles. He has been a member of several senior management teams with direct responsibility for revenue cycle, supply chain, treasury operations, reimbursement, financial reporting, financial planning, internal auditing, information systems, construction project oversight, oversight of all joint ventures, and oversight of all malpractice claim settlements and lawsuits.


  • Experience with academic adult, academic children, large non-academic referral, and community hospitals
  • Provider/payer relations
  • Employment and integration of academic and private physician practices
  • Performance and margin improvement
  • Revenue and supply chain restructuring
  • System integration, acquisition, and divestiture strategies
  • Former CFO Methodist Le Bonheur Healthcare

Professional Experience

  • Senior CFO Consultant – Warbird Consulting Partners
  • Director Consulting Services – E78 Partners
  • Director of Finance and Administration – Shelby County Government
  • Methodist Healthcare
  • Executive Vice President and Chief Financial Officer
  • Chief Financial Officer – Memphis Division
  • Chief Financial Officer – Mississippi Division
  • Chief Financial Officer – Wellmont Health System
  • Chief Financial Officer – Holston Valley Health Care, Inc
  • Promoted various times (Financial Analysis to Director) – Methodist Health Systems
  • Senior Accountant Regulatory Affairs – Houston Lighting & Power Co.
  • Budgeting and Audit Analyst – Caterpillar Tractor Company

Professional Accomplishments

Bond ratings improved from BBB+ to AA- by S&P and from Baa1 to A1 by Moody’s due to improved margins and balance sheet ratios. Operating margins were consistently positive since 2000 and key balance ratios have steadily improved with days cash increasing from 73 to 234 and cash to debt ratio from 0.4 to 1.75. Total revenues for the system have steadily grown from $0.8 billion in 2000 to $2 billion in 2018

Restructured revenue cycle process which included the formation of a central business office for all hospitals and physician practices, reduced denials, reduced managed care underpayments, and lowered net days in accounts receivable to mid 40’s

Restructured supply chain process which resulted in reduced number of vendors, reduced prices from remaining vendors, increased use of technology such as bar codes and electronic invoicing & payments, and improved satisfaction levels of clinical areas

Led transition from Premier purchasing group to Parallon/Health Trust group reduced supply costs by $15 million annually

Oversaw the implementation and growth of 340b drug program which resulted in annual savings growing from $1 million in 2004 to over $115 million in 2018

Redesigned malpractice settlement process to focus on early communication with patients and families, centralization of all claims with one legal firm, focused follow up of all open claims to ensure timely resolution, and improved reporting of identified risk issues across the System to ensure process improvements are implemented across all facilities. Changes resulted in malpractice liability being decreased from $75 million to $20 million

Led a cost reduction processes at numerous health systems that led to reductions of over $100 million

Negotiated limited network managed care contracts with Cigna, United and Blue Cross which increased managed care market share to over 50%

Actively involved in physician integration strategies with private and academic physicians that have resulted in either employment or professional service arrangements with over 490 physicians





Bachelor of Science, Accounting Major – Christian Brothers University

Masters in Business Administration, Finance Major – University of Memphis

Certified Public Accountant – 1980

Certified Management Accountant – 1981, Robert Beyer Silver Medalist

Senior CFO


Senior CFO

Jim is a healthcare financial and operational executive with over 38 years of experience. Broad-based industry experience includes expertise in finance, strategic planning and program development for large for-profit and non-profit systems, community based and district hospitals, medical groups, and retail healthcare (e.g., urgent care, home health, etc.). Significant expertise in mentoring of staff for growth and enhanced performance, operating in highly matrixed environments, operational turnarounds, financial forecasting and reporting, treasury, debt issuance, and Supply Chain Management.


  • Performance management and margin improvement (operating and EBIDTA)
  • Financial and operational turnaround of underperforming assets
  • Long-Range strategic planning with incorporation into long-range financial plans
  • Debt financing and capital markets inclusive of rating agency presentations
  • Supply chain strategies inclusive of group purchasing organizations (GPOs), strategic sourcing and affiliate programs
  • Real estate management, land & building acquisitions, and financing
  • Mentoring, development, and empowerment of financial professionals to assist them in taking the next step in their healthcare career in finance
  • Specialized subject matter expert projects

Professional Experience

  • CFO – MultiCare Health System
  • CFO – Marin Healthcare District & Marin General Hospital
  • St. Joseph Health System
    • CFO – St. Mary Regional Medical Center
    • Vice President, Finance – St. Joseph System Office
    • Interim CFO – St. Joseph Hospital Affiliated Physicians
    • Chief Implementation Officer for Turnaround – Covenant Health System
  • CFO – Tenet Fountain Valley Regional Medical Center & AMI Garden Grove Hospital

Professional Accomplishments

  • Ensured financial stability and improved liquidity of Health System through multiple waves of the Covid-19 pandemic. Designed and implemented a financial forecasting and reporting system to keep the Board and all leaders abreast of the economics during this time period. Integrated the long-range planning process into the integrated strategic and financial plan.
  • Led Multiple taxable and non-taxable debt issuances for the purpose of funding new hospital construction and for other general purposes. These financings were inclusive of rating agency presentations.
  • Developed a collaborative Supply Chain strategy that saved the Health System in excess of $250 million over a ten-year period. Components of this Supply Chain included engagement of several director groups for clinical and financial decision-making, developing partnerships with group purchasing, distribution and physician preference organizations to assist in driving costs out of the Health System, coordinating capital group-buy opportunities, establishing a clinical pharmacy program and the implementation of a centralized information system for proactive negotiation of contracts and results reporting. Transformed the supply chain to a clinically focused supply chain by engaging physician teams to dialogue and set strategy for proposed initiatives.
  • Developed a financial plan to reverse the financial position of a System hospital. By working with the area medical groups, renegotiating managed care and physician contracts, implementing a daily productivity system and establishing a financial reporting and accountability system, improved the financial performance of the hospital in excess of $10 million in a nine-month period.
  • Served as the Chief Implementation Officer for a Region which involved working collaboratively with the Leadership Teams to implement strategies associated with improving productivity, revenue cycle, medical group operations, supply chain and patient throughput. Over an eight-month period, the operations improved in excess of $15 million. Reengaged 15 months later to oversee the development of the service line profitability study and associated strategies.





Bachelor of Science in Business Administration, Emphasis in Accounting – California University State 

CPA Licensed – California, 1986 (Inactive) 

Senior CFO


Senior CFO

Robin is a Senior Healthcare Finance professional with more than 30 years of extensive experience in operational responsibilities, strategic planning, and financial management. Her experience includes but is not limited to various aspects of healthcare operations: physician practices, hospitals ranging in size from major teaching, community, long-term care, critical access, behavioral health, outpatient facilities, governmental, rural, and ambulatory care. Robin has proven expertise in improved revenue cycle, debt restructuring, treasury management, IT integration and managed care negotiations. She is a decisive, results-oriented leader with proven results in healthcare management.


  • Physician practice and hospital CFO experience
  • Subject Matter Expert: Physician Compensation programs – assessment, development and implementation
  • Subject Matter Expert in Accounting and financial operations
  • Subject Matter expertise in leading a hospitalist company
  • Physician hospital organizations, including capitation and risk and operations
  • Revenue cycle improvement strategies
  • Debt restructuring
  • Former CFO Role: Greene Health Partners, Miamisburg, OH and Renown Hospital Physician Group, Reno, NV

Professional Experience

Robin has considerable professional experience serving in positions of financial leadership in the healthcare industry. Before joining Warbird Consulting Partners, she served as Director of Revenue Cycle for Athens Regional Health System; CFO at Harnett Health System; CFO at Coshocton County Memorial Hospital; CFO and VP of Finance at Eagle Hospital Physicians, LLC; CFO and VP of Finance at Major Hospital; CFO at Greene Health Partners; and Director of Revenue and Statistical Reporting at Meridia Huron Hospital.

  • Interim CFO (and prior Director of Finance) for a 210 bed hospital and 400 bed hospital which included distinct Behavioral Health units.
  • As acting CFO was Administrative leader for Electronic Medical Record installing of Meditech and LSS for a JCAHO accredited, full-service acute-care hospital, met with all physician; corrected outsourcing arrangements, expanded coding expertise, and established formal hospitalist program with physicians.
  • Managed privately held Hospitalist company with 130 fulltime physician and 125 part time physicians; responsible for strategic planning, overseeing all finance functions, physician billing, and compliance plans. Successfully improved contracts on poor performing accounts, setup new software strategy for payroll, GL, billing and core system design, and created meaningful reports for Chief Medical Officer, VP of Physician practices site.
  • CFO and VP Finance of a community hospital jointly owned by city/county commissioners with net revenues of $86M licensed for 95 beds, foundation, for-profit pharmacy, five physician groups, onsite clinic and software company; assumed financial reporting of physician practices and charged with hiring a team to support the effort.
  • Worked with a community hospital licensed for 210 beds with distinct units to obtain capital funding which enabled investment for expansion, streamlined revenue cycle, and facilitated physician contracting to enable model of practice to fit physician whether employment arrangement or independent model.
  • Managed relationships of emergency physicians and anesthesia contracts, reviewed insurance contracts for wording and financial feasibility and PHO to take capitation risk, and converted to new IT system, including rebuilding reports and GL structure.
  • Functioned as Director of Revenue and Statistical Reporting for a major teaching 395 bed hospital along with 3 other hospitals total beds just under 1,000.
  • Analyzed, maintained, and improved internal control over the fiscal assets for the hospital. Provided guidance, analysis and review of the activities of general accounting, payroll, cashiers and financial analysis and reporting.
  • Led conversion of Time and Attendance system, streamlined monthly closing process, established protocol for reimbursement analyst to perform audits of patient bills, and standardized dashboard reports for system hospital executives.
  • Led Computerized Physician Order Entry (CPOE) implementation for meaningful use monitoring.
  • Improved coding at clinical practice sites by setting schedules for performance of coding staff and meeting monthly with operations members on key initiatives.
  • Attended site locations as support for contract issues or training of physician staff.
  • Improved net revenue by 15% with strategic pricing, installation of automated supply charging system.
  • Served on Medical Advisory Board and assisted in clinical pathway development, resulting in a decrease of average length of stay by one half day.
  • Converted to new IT system, including rebuilding reports, GL structure.
  • Involved in establishing package pricing for cardiac services with clinical directors across all hospital units.



Masters in Healthcare Administration, Ohio University

Bachelor of Science, Accounting, Lake Erie College


Certified Public Accountant, Ohio

Senior CFO


Senior CFO

Stephen has over 25 years of broad-based Executive Healthcare experience. He possesses a unique blend of operational and financial management exposure in both teaching hospitals and community healthcare organizations. Stephen has the proven ability to manage a wide range of responsibilities while advising and steering major strategic decisions. His leadership and negotiation skills are exceptional in the healthcare space. Stephen’s specific expertise lies in administration, finance, operations and strategy. He has led numerous initiatives in positions with various health systems and hospitals that have resulted in millions of dollars in savings. An outstanding healthcare professional, Stephen can make an astonishing positive contribution to any professional team.


  • Academic healthcare institutions including health systems, hospitals and faculty practice plans, including experience as a COO and CEO
  • Mergers, acquisitions and integrations
  • Subject Matter Expert: Financial operations management and structure
  • Physician joint ventures
  • For-profit and non-profit board experience
  • Former CFO Role: St. Luke’s Hospital, Houston, TX, The University of Alabama Medical Center, Tuscaloosa, AL and St. Jude’s Children’s Research Hospital, Memphis, TN

Professional Experience

Prior to joining Warbird‘s CFO Consulting Network, Stephen served as Executive Vice President, EVP and Chief Financial Officer of St. Luke’s Episcopal Health System. He has also served as EVP and CFO of UAB Health System, President & CEO of Tulane University Hospital & Clinic and EVP & Administrator of West Virginia University Hospitals where he accomplished the following:

  • Responsible for operations of a healthcare system that included six hospitals (both Not-for-Profit hospitals and For-Profit joint venture hospitals), an IPA, community emergency centers and affiliations with Baylor College of Medicine and the Texas Heart Institute with net revenues of over $1.2 billion with 1,000+ physicians and 6,000+ employees
  • Served as key member of the management committee during strategic planning review by Board that led to a sale of a system
  • Served as Chair of the Board for four community hospitals
  • Served as Chair of the Epic Executive Steering Committee for a system
  • Initiated process to select an ambulatory surgery partner for a system
  • Responsible for financial oversight of two community hospital CEOs, the CIO, Human Resources, Managed Care Contracting, international services, supply chain, internal audit/compliance and all financial areas
  • Served as the Executive in Charge in absence of the system’s CEO
  • Participated in rapid system expansion strategy resulting in opening of a new physician joint venture hospital
  • Proposed and led negotiations for acquisition of 51% of Patients Medical Center
  • Initiated System wide RFP process for dietary, housekeeping and biomedical services; new contract resulted in $6 million in annual savings
  • Led initiatives for supply chain changes that resulted in over $7 million in savings. Contract compliance increased by 139% and non-catalog orders decreased by 30%
  • Responsible for financial oversight of a system that includes seven hospitals, three ambulatory surgery centers, home health services, on-campus and satellite clinics, joint ventures, large physician practice plan and insurance company Viva Health. Net Revenues of over $2 billion with 1,000+ physicians and 10,000+ employees. Responsible for all administrative and financial areas including human resources and information systems
  • Negotiated and managed the establishment of health care authorities (HCA) for organizations
  • Negotiated and managed the asset purchase agreement of a Medical Center campus consisting of 219 licensed bed hospital, two professional office buildings, and other improvements on the 17+ acre campus
  • Served as Chief Restructuring Officer during interim management agreement, leading successful waiver of default for the organization, while negotiating plan of finance to open a three year cash flow window allowing for capital reinvestment in the facilities
  • Led successful financing plan and bond issue for $275 million hospital project
  • Successfully negotiated key issues with medical staff related to new hospital project and other funding issues
  • Initiated and led process to review University’s administrative cost allocation to hospital. Negotiated changes resulted in $2.5 million annual savings




Masters – Concentration in Public Health, Tulane University

B.B.A. Degree – University of Montevallo


American College of Healthcare Executives

Fellow, Healthcare Financial Management Association

American Institute of Certified Public Accountants

Senior CFO


Senior CFO

Mike is a senior Healthcare professional with a 30+ year career and a proven track record of accomplishments in Financial and Operational leadership roles within large Academic Medical Centers and Integrated Healthcare Systems. He has specific expertise in Strategic & Financial Planning, Managed Care Contracting, Physician Alignment, Revenue Cycle, M&A and Expansion. Mike has quality leadership skills and the ability to develop strong management teams. His communication and presentation skills are exceptional.


  • Physician practice financial infrastructure development
  • Specialized projects Subject Matter Expertise
  • Proven track record within large Academic Medical Center and Integrated Healthcare Systems
  • System Vice President and CFO Experience
  • Quality Leadership Skills including facilitation skills among executives and management teams
  • Ability to develop strong management teams
  • Served on task force to respond to Health Reform impact
  • Former CFO Role – Ohio State University, Columbus, OH Medical Center, and Summa Health, Akron, OH

Professional Experience

Prior to joining Warbird‘s CFO Consulting Network, Mike served as the CFO for The Ohio State University Wexner Medical Center, a $2.7 billion health system. Prior to joining OSU, Mike was System Vice President and CFO for Summa Health System for 11 years. Prior to Summa, Mike was CEO and CFO of the Cleveland Market for Sisters of Charity Health System (SCHS) and VP of Operations at Sharon Regional Health System. Over the 30 plus years in healthcare he accomplished the following:Directed all financial activity for a $2.7B net revenue academic medical center, including: College of Medicine, 1100 physician Faculty Group Practice, 6 hospitals, comprehensive cancer center, full service tertiary referral center,  Health Plan and  a network of Outpatient Centers

  • Created a consolidated long range financial plan to model Health Reform scenarios and identify strategies necessary to adapt  to establishment of health exchanges, mandatory insurance coverage, expansion of Medicaid, and increasing pricing transparency, resulting in a 5 year expense reduction goal of $100M per year
  • Served on task force to respond to Health Reform impact  including the establishment of an ACO, development of alternative payment arrangements, and expansion of Health Plan into a statewide network with commercially viable products
  • Developed the 1st consolidated financial statements, combining  College of Medicine, Faculty Group Practice and hospitals, allowing management to view organization as a single entity and facilitate decision making
  • Served on task force to evaluate opportunities and develop statewide growth strategy, including negotiations to partner with another $1B healthcare system
  • Implemented consolidated managed care contracting, integrating 3 entities: cancer center, hospitals and physicians. Facilitated improved payor relationships and increased reimbursement rates
  • Implemented Epic Revenue Cycle applications for all entities. Directed software  training  of 2000+ staff
  • Led Medical Center through its 1st stand-alone external audit with zero adjustments to income statement or balance sheet
  • Directed financial activity and expansion of an integrated healthcare delivery system. Grew from 1  hospital and an insurance company to a $1.8B revenue, 11,000 employee system with: 6 hospitals, a multi-state insurance company, preferred provider network with 30,000 physicians, 204 hospitals jointly owned with a faith-based system, statewide DME company, 1100 member PHO,  off-shore insurance captive and 8 physician joint ventures
  • Developed financial plan to strengthen balance sheet. Maximized cash growth and minimized long-term debt, allowing for growth and investment in expansion opportunities and core operations. Sustained a debt-to-net revenue of 20 %
  • Utilized alternative financing techniques, including synthetic leases, off-balance sheet and developer financing to maintain balance sheet strength while accomplishing strategic goals. Maintained conservative debt structure and avoided setbacks in recent tumultuous financial market
  • Established system-wide investment committee and recruited top industry talent to serve on a volunteer basis and advise on appropriate risk-adjusted investment policies for each of the system’s investment pools.  Monitored performance and revising strategies as necessary
  • Implemented cost accounting system across each entity to track profitability by service line and physician, enabling organization to execute immediate action plans to address deficiencies
  • Developed monthly financial variance reporting tools at dept. level to identify/correct operating deficiencies. Hospitals consistently ranked in bottom 10% in expense/adjusted admission compared to their peers
  • Doubled EBITDA in 24 months in recently acquired, previously proprietary owned hospital
  • Enacted multi-year $100M strategic plan for IT rollout beginning with full CPOE implementation at main tertiary facility




M.B.A. – Finance, West Virginia University

B.S. – Business Administration, West Virginia University

Senior CFO


Senior CFO Emeritus

Senior CFO Emeritus


Senior CFO

Experienced healthcare executive with a track record of success in providing strong leadership for hospitals and integrated delivery systems. She is a Chief Financial Officer and healthcare advisory consultant. Sandra’s current and past clients include both regional and community health systems. Her areas of expertise include financial management, operational leadership, physician relations/development, board interactions. She has demonstrated success in hospital turnarounds and the implementation of best practices. Sandra has excellent analytical, problem solving, and team building skills. 


  • Financial management, operational leadership, physician relations, physician development, and board interactions
  • Financial Operations Management and Structure
  • Execution of large-scale turn arounds resulting in successive years of improved operating margins
  • Successful implementation of EPIC in conjunction with a CIO
  • Improvement of Revenue Cycle processes
  • Development and implementation of financial and operating reporting standards
  • Interim system financial stabilization and operations improvements
  • Diverse industry experience includes Large Private Non-Profit Health Systems, Service District Hospital Systems (i.e., County Safety Net), Faith Based Health Systems, and Big 4 Consulting Experience

Professional Experience

  • Executive Vice President/CFO – Cape Fear Valley Health Systems
  • Executive Vice President/CFO – Christus Spohn Health
  • Director, Healthcare Practice – PricewaterhouseCoopers, Middle East
  • Executive Vice President/COO – Presbyterian Healthcare/Novant Health
  • Director – PricewaterhouseCoopers, Atlanta, GA
  • University Community Hospital, Inc.
    • COO/CFO
    • Executive Vice President/Chief Operating Officer
    • Vice President Fiscal Services

Professional Accomplishments

Executed a $25 million turnaround resulting in successive years of improved operating margins In conjunction with the CIO, lead a successful implementation of EPIC

Improved Revenue Cycle processes which led to increased collections of $50 million

Continued strengthening of the Balance Sheet; Assets increased from $730 million to $1.4 Billion, Cash and Investments increased from $129 million to $300 million

Days Cash on Hand improved from 110 Days to 300 Days

Increased Net Revenue from $525 million to $1 Billion though program development and acquisitions

Reversed a verbally received bond downgrade in 2008 to and outlook upgrade in 2010

Successfully refinanced Auction Rate Securities Bonds during the financial crisis of 2008, again refinanced bonds in late 2020 to take advantage of the lower interest rates

Negotiated joint venture with 49% ownership for the health system with local radiologists for an Independent Diagnostic Testing Facility

Negotiated the acquisition of critical access hospital and developed financial turnaround plan

Executed financial plan for the development of a 41-bed hospital and outpatient facility in a rural county which included USDA financing

Approved for participation in the Medicare Shared Savings Program with 8,000 attributed lives





BA University of South Florida

MHA University of South Florida

CPA, Licensed in Florida 

Senior CFO