Proven, healthcare executive experienced working in environments demanding strong leadership, operations, finance and relationship skills. Confident and poised in interactions with individuals at all levels. Capabilities include: Leadership, hospital operations, physician practice management, strategic planning, mergers and acquisitions, medical staff development, program creation, financial management, governance, philanthropy, community relations.


  • All healthcare settings: large referral/teaching hospitals to small critical access hospitals
  • Hospital operations and financial restructuring, medical groups and other entities including navigation of bankruptcies, turnarounds, and system integrations
  • Medical group and hospital performance assessments, planning initiatives, and implementation engagements
  • Interim leadership for hospitals, systems, medical groups, academic departments, FQHCs and others
  • New and existing hospital, system, and medical group program analysis including planning and facility development
  • Negotiation and implementation of mergers and acquisitions (academic medical center and community-based health system arrangements)

Professional Experience

  • Principal Executive Advisor – Warbird Consulting Partners
  • Chief Administrative Officer – Concord Hospital, Laconia/Franklin
  • President and Chief Executive Officer – LRGHealthcare
  • President and Chief Executive Officer – Mt. Ascutney Hospital and Health Center & Dartmouth-Hitchcock Senior
  • Vice President, Clinical Operations – Elliot Health System
  • Vice President, Physician Services – Elliot Health System
  • Director, Ambulatory Services – Children’s Hospital at Dartmouth (CHaD) – Dartmouth-Hitchcock Medical Center
  • Senior Practice Manager – Dartmouth-Hitchcock Medical Center

Professional Accomplishments

A total of twelve years’ experience serving as President and CEO of both a community health system (total of 192 licensed beds) and a critical access hospital (total of 35 beds)
Negotiated and implemented two separate mergers and acquisitions (one into an academic medical center and one into a community-based health system)

Navigated an innovative Chapter 11: 363 bankruptcy process to unburden an organization from previously incurred debts and preserve roles for over 1,300 employees and medical staff

Improved financial performance of multiple organizations including one project to improve operations of a health system from a $30M loss to break-even in under two years

Maintained CMS accreditation at multiple facilities to ensure quality of care, including certification by DNV-GL as meeting ISO-9001 total quality management standards

Twice replaced paper-based systems with integrated electronic health records maintaining financial stability in the go-live years and beyond

Provided leadership for organizations receiving the following recognition: AHA Foster G. McGaw Prize for Excellence in Community Service; AHA Most Wired organization; NRHA Top 20 Quality Critical Access Hospital

Improved governance through completion of Board assessments, rewrite of bylaws, and implementation of strategic planning and governance committees

Developed major ambulatory care centers and medical office buildings in a number of markets encompassing over 500,000 square feet in total at a total cost of over $125M
Created novel approaches to care delivery such as the development of a pediatric emergency department, a hotel-based sleep center, multiple urgent care centers and a community based comprehensive cancer center to enhance patient access and increase revenue

Led physician practices in multiple settings (private practice, hospital employed, academic medical center) with over 500 physician and provider FTEs

Grew a primary care network from 60,000 covered lives to over 100,000 covered lives while simultaneously decreasing health system subsidies to levels below national benchmarks through revenue enhancement and expense control