Download PDF

Work experience

Nov 2013Present

Board Trustee                                                                                               

Branch County Community Health Center,  Coldwater Michigan

I am participating currently with the Board of Directors of this hospital to be acquired by a larger 200 Hospital for profit chain. This merger will bring an exponential improvement in the quality and level of Healthcare services available to the community. Additionally the tax revenue generated from the for profit relationship will bolster future county revenue resources

Aug 2008Aug 2011

Chief Executive Officer                                                                                                

Select Specialty Hospital, Kalamazoo, Michigan                                                                                                                                  

I came to the Kalamazoo facility to reverse their downward business trend and repair relationships with the Host facility, Bronson Methodist Hospital. During the accomplishment of my primary mission I managed the facility’s day to day operation.

I determined after much research the Select Medical model was not compatible with the Host Hospital operational philosophy. I presented my findings to the corporate headquarters operational team.

After due diligence I was tasked with developing a plan for relocation of the facility from the Kalamazoo Host hospital to Battle Creek Health System in Battle Creek Michigan. I was the primary conduit through which all regulatory, logistical and relational functions was accomplished and the facility was relocated in April of 2011.

Oct 1998Jun 2008

President / CEO

Cameron Memorial Hospital Angola, IN

I returned to Cameron Memorial Hospital after the retirement of the then current president.

My direction from the Board of Directors was to implement a long range planning project that would project forward the health needs of the hospital's market area to 2013. The first ten years of this assignment required recruiting physicians and negotiating contracts for medical specialty services. From that point a formalized long range planning process was begun that culminated in the decision to proceed ahead in the construction of a replacement hospital.

It was at this time I felt comfortable that the hospital board of directors and my current administrative staff could complete the replacement hospital project for the community. Thus, I moved on to a position where my experience and skills would continue to be of benefit to the healthcare industry and where my personal goal to improve and provide professional, excellent care to those in need could be realized.

Oct 1992Oct 1998


Doctors Hospital Jackson, MI

I was recruited to Doctors Hospital to bring about a turnaround to improve the institution's long term viability. The hospital was generating a deficit of $ 500,000 per month. The turnaround involved a complete audited analysis of the hospital's operation and competitive forces. The main competitor was a larger hospital four blocks away.

It was obvious that to compete the facility had to set itself apart form its local competition.

A process engineering study generated efficiency challenge areas of the hospital's operation.

Physician specialty resources were recruited to dilute the impact of service movement between the two facilities. An image agency was engaged to develop a theme for the new, more efficient, patient friendly Doctor's Hospital. After two years the hospital was producing a $ 500,000 annual margin. Two years later this had increased to $ 1,000,000 annually and the turnaround was deemed a success.

Oct 1987Oct 1988

Chief Financial Officer

DeKalb Memorial Hospital Auburn, IN

I entered this facility as CFO after the demise of the previous CFO. There were questions about accuracy of and stated financial condition of the facility. I engaged new auditors and began a year long process of analyzing, developing documentation correcting pricing and providing correct revenue acquisition rules for capturing funds due the institution.

Jan 1984Oct 1987

Assistant Administrator / CFO

Cameron Memorial Hospital Angola, IN

Cameron Memorial Hospital in this time frame was in need of a financial turnaround or would have been faced with closure or acquisition within one year. An analysis of the situation generated a to a turnaround plan that reduced current staff by 15% and added three marketable services that reversed the negative operational situation within one year. While this was a trying time for all staff, the implementation of the action plan was pivotal in the long term survival of the institution.

Dec 1975Dec 1983

Clinical Administrator Radiation Medicine

WA Foote Memorial Hospital Jackson, MI

I was charged with the direction and planning of Radiation Treatment and diagnostic services for the two hospitals of the hospital system. As planning for the new WA Foote Hospital was begun I was made responsible for my areas for the design, construction and radiation safety oversight function, as these services were integrated into a single new five hundred facility.



Lifetime Fellow Healthcare Administration

American College of Healthcare Executives

A fellowship in The American College of Healthcare Executives is awarded after a mentored thesis is presented and accepted by the college. As with any post graduate mentored program all aspects of the thesis from subject, content and final document must be approved by the college. The conference of the ACHE fellowship in healthcare is the equivalent of doctoral level education in healthcare management.


MBA Business                                                                                                             

Notre Dame, IN

This accelerated Master's program was demanding in itself but provided exposure to some

of the best minds in the country  High level sharing of all aspects of business, from capital analysis to ethics was included course work. This elite program hosted guest lecturers form different areas of the business sector and different areas of the world. It was a very rewarding program.


Diplomat Healthcare                                      

American College of Healthcare Executives

The American College of Healthcare Executives diplomat program provides ongoing educational opportunities for a candidate to stay abreast of health trends. The verification of a candidate’s level of knowledge is accomplished by a nationwide testing process approved by the college.

Continued education with a recommended 32 CEU's of category I credit per each two year period is the recommended for continued certification


B.B.A Business                                                                        

Eastern Michigan University, Ypsilanti, MI

While occupying a full time administrative position, I completed an aggressive baccalaureate business program at EMU. This method of education allowed me to apply in the real world in real time, knowledge gained through coursework.