Pamela is an experienced healthcare executive with a proven record of setting and achieving high standards. She has worked at hospitals with net operating revenues of more than $1.4 billion. Pamela has an extraordinary ability to develop and execute innovative solutions to operational and administrative challenges and is an effective leader and workforce developer. She has a proven ability to manage a breadth of responsibilities beyond finance functions and has an unwavering commitment to the mission of service.

Pamela’s background consists of a variety of different responsibilities including real estate management, managed care contracting, reimbursement (working with government payers), financial analysis, budgeting, internal audit, accounting, purchasing, materials management, maintenance of an integrated employee leave program and overseeing the employee health program. She began her career at KPMG as an auditor.


  • Physician practice financial infrastructure development
  • Organizational structure, staff development, mentoring and succession planning
  • Treasury and investments – strategies and operations management
  • Epic IT system installation management
  • Physician practice acquisitions, integration and medical staff relationships
  • Strategies for interim CFOs
  • Former CFO Role: Legacy Health, Portland Oregon

Professional Experience

Prior to joining Warbird‘s CFO Consulting Network, Pamela served first as CFO and then as the interim president and CEO of Legacy Health System.Prior to that, she served as vice president of finance and controller of Good Samaritan Hospital, where she advanced to vice president of finance for all hospital operations. Recognized as an ambitious finance professional, while at Legacy Health System, Pamela:

  • Assisted in maximizing government reimbursements resulting in significant increased cash flow in a three-year period
  • Completed numerous bond transactions for both new money and refunded money
  • Oversaw corporate and retirement plan investments  totaling more than $1.2 billion
  • Directed process changes in group purchasing organizations in 2005 and 2010 that resulted in more than $6 million in supply savings for the organization
  • Developed long-term plans for succession of all key leadership positions in her areas of responsibility, including CFO and vice president of finance
  • Led the organization to voluntarily adopt the applicable sections of Sarbanes-Oxley regulations governing the ethical performance of corporations
  • Conducted the internal audit review of financial reporting controls that enabled the CEO and CFO to certify the financial statements
  • Developed capital process for the system including electronic approvals, tracking and monitoring
  • Formed a decision-making body that included stakeholders from throughout the organization to review and prioritize capital purchases based on objective criteria
  • Reorganized and transitioned the risk management function from a claims management function to claims avoidance and loss prevention function
  • Restructured the insurance program, including the development of a captive insurance company, in order to work directly with reinsurers
  • Developed a robust cost accounting system in order to analyze and prioritize programs within the organization and identify clinical procedures with opportunities for improvements
  • Led the planning, construction and financing of a children’s hospital and a community hospital; projects completed on time and on budget
  • Managed the business functions of the consolidation of clinical programs and facilities
  • Directed the transition of investment options for employees in the defined contribution plans from a paper platform to an electronic platform