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Human Resources Executive with Juris Doctor and extensive experience in all areas of human resources practice. Adept at initiating and leading all human resources functions. Track record of developing and executing strategic plans for cultural transitions. Committed to organizational diversity to maximize customer service. Has negotiated collective bargaining agreements. Other areas of expertise include: Rewards, Human Resource Information Systems (HRIS), Policy Development and Implementation, Total Quality Management (TQM), and Conflict Management.

Work experience

Vice President, Human Resources

Ascension Health System, Jacksonville, Florida

Daughters of Charity National Health System (Now Ascension Health)

In 1990, the Daughters of Charity National Health System comprised over fifty hospitals and other residential health care facilities across the United States.In the intervening years it has reconfigured its mission to include other Roman Catholic religious orders, and is now known as Ascension Health.

Baptist/St. Vincent’s, Jacksonville, Florida, 1993 – 2000

Comprehensive regional healthcare system, with total licensed hospital beds exceeding 1,200 and net operating revenues of approximately $600,000,000.00.

Vice President, Human Resources

Oversaw all Human Resources functions system-wide, including Compensation and Benefits, Employee Relations, Staffing and Human Resources Information Systems for over 9,000 employees.

  • Created first system-wide human resources function for Baptist/St. Vincent’s Health System, resulting in uniform policies and procedures and reduced human resources administrative expenses.Encouraged autonomy for geographically dispersed management.
  • Consolidated all employee benefits, compensation and employee relations processes resulting in a reduction of FTEs by 14%, and saving benefits rates and administrative costs while improving employee satisfaction.
  • Successfully created and led the first system-wide diversity initiative. Surveyed employees concerning diversity issues and utilized feedback to deliver a diversity training process aligned with organizational mission.
  • Developed and implemented an employee peer review grievance procedure and designed and delivered a training program for peer review panelists. New process facilitated increased internal grievance resolution while reducing external charges and other litigation to zero during the first year of implementation.
  • Integrated a many tiered compensation system into a single set of ranges for improved simplicity and employee satisfaction.
  • Effectively coordinated and handled separation and outplacement for senior and middle managers, as well as coordinating the closing of major operating units. Experienced no resulting charges or litigation.

DePaul Medical Center, Norfolk, Virginia, 1990 – 1993

A 388-bed teaching hospital affiliated with the Medical College of Hampton Roads.

Vice President, Human Resources and Support Systems
  • Facilitated a complete management restructuring while effectively transitioning the organization from an entitlement to performance driven culture. Established common performance review dates.
  • Implemented the organization’s first cafeteria benefits program that resulted in reduced costs and increased measure employee satisfaction.
  • Implemented a PC-based HRIS.
  • Initiated a new peer review employee grievance process.
  • Led Total Quality Management improvement initiatives throughout the hospital.
Feb 2008Present


Rush University Medical Center is an internationally-renowned academic medical center, employing over 8,000 people.Net operating revenues are over $1 billion.Rush provides tertiary hospital care, operates an internationally renowned Medical college, and partners with other Chicago-area health care providers.


Performing comprehensive Human Resources consulting services for Rush.Scope of work includes:

·Employee benefits performance analysis for calendar year 2007.

·Employee benefits strategic planning for 2009, including

oEmployee Wellness incentive program

oReconfiguration of disability coverages

oStrategies to respond to employee survey concerns

·HR Strategic Planning, including

oEmployee retention analysis

oRecommendation for strategic employee culture changes

May 1991Present


Troy University

Graduate Courses Taught for Troy University:

oHuman Resources

oStrategic Human Resources Management (“Capstone” course for HR majors.)

oHuman Resources Law

oHealth Law

oCompensation and Benefits

oStrategic Staffing

oManaged Care

oSeminar in Human Resources Management

oEmployee Training and Development

Sep 1992Present


Central Michigan University, Mount Pleasant, MichiganTeach graduate courses in:

oHealth Law

oHuman Resources

oCompensation and Benefits

oEnvironments for Administration (includes Business Law and Business Ethics)

oLabor and Collective Bargaining

oHuman Resources I (Survey Course)

oHuman Resources II (Elective covering Labor Relations and Collective Bargaining)

oLabor Law

Apr 2007Jan 2008

Interim VP Human Resources

Exempla is a three-hospital healthcare system serving the Denver metropolitan area, employing over 7,000 people.

Interim Vice President, Human Resources

Performed interim Human Resources leadership with B.E. Smith of Kansas City, Missouri.

·Managed HR function during Exempla’s planned merger with Sisters of Charity Health Care System, Leavenworth, Kansas

·Developed comprehensive analysis of HR effectiveness

·Prepared comprehensive recommendation for wage increases

·Managed benefits renewal

·Re-engineered Human Resources function

Sep 2006May 2007

Human Resources Practice Leader


HR Practice Leader

HR Advantage, A Division of Gallagher Benefits Service, Inc.

HRAdvantage is a full-service HR consulting firm.Gallagher Benefits Services is the fourth-largest employee benefits broker in the world.

·Responsible for development of new generalist HR consulting service within HRAdvantage

·HR services include

oConsulting on mergers and acquisitions, including HR due diligence

oCompensation, including executive compensation

oHuman Resources strategic planning

oHR policy development

Dec 2005Sep 2006

Interim VP Human Resources

Swedish Health Care System

Swedish Health Care System comprises a tertiary care medical center, two primary care hospitals, physician group practices, and many allied health ventures and operations.This internationally-recognized health care system is the largest in Seattle, employing 7,500 staff.

Interim Vice President, Human Resources

·Completed HR component of Malcolm Baldrige Award application

·Created HR strategies for Quint Studer cultural change process

·Surveyed 400 leaders regarding their satisfaction with core HR services

·Reorganized HR function

·Worked on collective bargaining issues with Local 1199NW/SEIU

·Led organization through change from defined benefits to defined contribution pension

oResult was a positive plan election performed by over 90% of plan participants

·Led the development of new human resources policies and practices

·Led educational efforts within the HR function

·Improved the delivery of Human Resources services

·Assisted in placement and orientation of successor

Feb 2005Sep 2005

Vice President, Human Resources

Iowa Foundation for Medical Care

IFMC is the Quality Improvement Organization for the states of Illinois and Iowa.It also has a wholly-owned for-profit subsidiary, ENCOMPASS, which provides care management services and health networks for over 2.4 million covered lives.

Vice President, Human Resources and Organizational Development

·Managed HR function for seven office locations

·Surveyed leadership regarding their satisfaction with core HR services

·Led the development of new human resources policies and practices

·Improved the delivery of Human Resources services

Sep 2004Jan 2005

Interim HR Leader


Littleton Regional Hospital, Littleton, New Hampshire

Littleton Regional Hospital is a 25-bed critical access hospital serving northern New Hampshire

Performed Interim HR Leadership for B.E. Smith of Kansas City, Missouri.

·Managed HR function during LRH’s search for a Director of Human Resources

·Provided leadership development program on change management

·Improved advertising and recruiting processes

·Redesigned forms and procedures in HR function

Jun 2001Mar 2004

Senior Vice President, Human Resources

Wellmont Health System

Wellmonth Health System comprises five hospitals, primary care practices and diversified health ventures. Net operating revenues total over $200,000,000.00. Wellmont’s services include tertiary hospital care, strategic community wellness initiatives, rehabilitation and behavioral medicine.

Senior Vice President, Human Resources

Responsible for all of Wellmont’s Human Resources functions, including Employee Relations, Employee Wellness, Staffing, Leadership Development, and Compensation and Benefits for over 4,400 staff.

·Implemented new Leadership Development program, consisting of classroom learning, alignment with Wellmont Leadership Behaviors, and accountability via online 360° feedback and staff satisfaction surveys.

·Created new branding program for health careers at Wellmont from internal and external review of employment experience at Wellmont.

·Increased overall nursing applicant flow via new presence at other area nursing schools.

·Created new partnerships with area nursing educational programs.

·Transitioned organization to new initiatives program for employee wellness and diabetes management, causing measurable reduction to health claims.

·Reduced benefits enrollment costs and errors via use of online enrollment process.

Apr 2000May 2001

Interim VP, Human Resources

Catholic Health Care East

Intracoastal Health Systems, West Palm Beach, Florida

Health System comprised two hospitals, primary care practices and diversified health ventures.

Interim Vice President, Human Resources

Served as interim HR leader for Catholic Healthcare East during organizational transition; hospitals were purchased by Tenet. Responsible for all Human Resources functions.

·Successfully negotiated first agreement with Service Employee International Union for three newly-elected bargaining units.

·Achieved dismissal of multiple Unfair Labor Practice charges.

·Conducted HR due diligence for Catholic Healthcare East.

·Revised wage and salary system; designed and implemented staff retention bonus system resulting in significant reduction in E.R. bypass status due to low staffing.

Human Resources


Sep 1976Jun 1979


Chicago-Kent College of Law

J.D. with Honors, Concentration in Labor Law

Chicago – Kent College of Law – Illinois Institute of Technology, Chicago

Sep 1973May 1975


Stuart School of Business – Illinois Institute of Technology

M.B.A. with Honors, Concentration in Labor Relations

Stuart School of Business – Illinois Institute of Technology, Chicago, Illinois

Sep 1969May 1973


Illinois Institute of Technology

B.S. in Sociology, Minors in Management and City Planning

Illinois Institute of Technology, Chicago, Illinois

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