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.