DIRECTOR / ADMINISTRATIVE EXECUTIVE HEALTHCARE OPERATIONS

Strategic Planning / Operations /Quality Assurance

Achieved significant improvements in operational performance, cost control, and
FTEs for payers and providers in the healthcare environment, including HIP of N
ew York and Terence Cardinal Cooke Health Care Center (TCCHCC). Performed cost a
nalysis research and implemented process to address $500k operating loss in DD c
linic realizing profit in first year. Converted manual system to streamlined el
ectronic billing capability. Managed FTEs to 150, budgets to $8M.
Additional Skills:
Inspirational/Visionary Leadership
Business Turnaround
Productivity/Revenue Enhancement
Cost Control
Process Improvement
Contract Negotiations
Problem Solving
Result Oriented
Business Development
Best Practices
Compliance
Change Management
Policies and Procedures
Personnel Systems

PROFESSIONAL EXPERIENCE
Medical Administrator 2/2004 - Present
Terence Cardinal Cooke Healthcare Center New York, NY
Responsibilities:
Manage operations for staff office, including recruiting and supervision of sup
port staff.
Oversee budgets for medical/dental staff, infection control, psychology and hea
lth services, totaling $8M.
Liaison with consultants and staff on contracts, financial requests and quality
initiatives.
Collaborate on development and ongoing review of strategic planning initiatives
.
Accomplishments:
Outsourced medical services billing at TCCHCC, generating annual incremental re
venue of $325K. .
Implemented improved medical consultant utilization at TCCHCC clinic, turning $
500k loss into$250k profit. TCCHCC was experiencing annual losses in excess of
$500k in Developmental Disabilities clinic. Designed cost analysis by collectin
g prior year information and trending. Identified excessive usage of specialist
s and high no-show rate for client visits. Maintained quality of care, reduced
costs $750k through use of support staff vs. clinicians and other savings.
Initiated new systems and procedures in all TCCHCC divisions, reducing staff by
2.5 FTE. Medical Staff Department lacked procedures for tracking continuing me
dical education credits and credentialing of staff and consulting medical person
nel. Identified opportunity to turn around situation. Implemented consistent p
rocedures with prescribed steps, eliminating duplicate efforts and overlapping a
ctivity. Enhanced efficiency, allowing half of staff to be reassigned and cutti
ng overall costs.
Managed outsourcing of credentialing of medical personnel for TCC affiliated fa
cilities, saving $231K annually. Six satellite facilities requested credentiali
ng support equal to primary center at a cost of $255K annually for staff and sof
tware. Researched alternatives, determining outsourcing as most productive and
cost-efficient. Oversaw competitive bidding process, securing outside vendor.
Reduced annual costs for all TCC facilities to $24K.
Administrative Manager 8/2002 to 5/2003
Weill Medical College, NY Presbyterian Hospital NY, New York
Responsibilities:
Managed administrative functions for 30-staff department, including financial s
ervices and clerical personnel.
Directed staff scheduling to address coverage mandates and monitored performanc
e.
Conducted personnel and salary reviews
Accomplishments:
Developed and implemented fiscal oversight procedures for Weill, reducing staff
costs 33%. OB/GYN department manual payment system for external vendors was in
efficient and consumed excessive personnel time. Created electronic billing for
ms. Devised report to monitor expenses against budgeted allocations. Eliminate
d need for paper file records. Reduced division spending below budget.
Assistant Manager, Marketing Operations & Analysis 4/1996 to 7/2002
HIP Health Plan of New York New York, NY
Responsibilities:
Managed all office functions, business support and analytical services.
Compiled sales reports.
Trained and supervised staff.
Resolved financial issues with outside vendors.
Supported senior financial analysts, contract administrators and director.
Prepared fiscal reports for executives.
Accomplishments:
Created new broker commission processing system at HIP, reducing time demands b
y 1/3. Insurance agent commissions were inaccurate. Identified system malfunct
ion. Determined root cause and partnered with system developers to write specif
ications for new application. Conducted beta test and provided feedback. Elimi
nated errors and need for rework. Trimmed staff time demands by one-third.
Enhanced policies at HIP, increasing productivity 80% and supporting growth in
brokers from 25 to 800. HIP was growing rapidly, but lacked systems and policie
s to accommodate growth. Surfaced opportunities and implemented management proc
esses to assess and approve broker credentials. Decreased staff by 30%.
Developed successor training initiative, ensuring smooth transition for new sta
ff. HIP needed training for new Assistant Manager following my resignation. De
veloped written training and procedures material. Conducted training over three
week period. New staff was able to take over position with no loss of efficien
cy.
EDUCATION AND PROFESSIONAL DEVELOPMENT
Executive Master of Business Administration 2/2008 to 5/2009
Colorado Technical University Colorado Springs, CO
GPA: 4.0
Bachelor of Arts, Writing & Psychology 4/2000 to 12/2006
Hunter College (CUNY) New York, NY
GPA: 3.76
Certifications
o Change Management 12/2008
o Business Administration 3/2009
o Business Management 5/2009
o Legal Assistant, National Academy for Paralegal Studies
o Management, American Management Association
Languages
o Fluent in Arabic, conversant in French