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