ACCOMPLISHED NURSING HOME ADMINISTRATOR with a history of solving complex busine

ss development challenges with thoughtful and clearly defined strategies that dr

ive considerable revenue growth. Focuses on guiding the overall operations in ac
cordance with customer needs, government regulations, and corporate policy, with
an emphasis on the crucial purpose of maintaining excellent care for residents
while achieving business goals. Aggressive marketing tactics provide increased c
onsensus and significant revenue increases. Inspires and fosters team commitment
, spirit, pride, and trust. Uncompromising integrity and work ethic.
Skilled at the cross-section of the healthcare and business, with experience an
d knowledge of both industries.
Absorbs and interprets large amounts of conflicting information; a decisive lea
der and strong communicator.
Relates positively to residents, families, and government entities; works effec
tively with associates at all levels.

KEY QUALIFICATIONS

Business Plans
Change Management
Client Relations
Cost Control
Expense Control
Financial Statements
General Ledger
P&L
Problem identification
Problem Solving
Public Relations
Quality Assurance
Regulatory Compliance
Staff Management
Team Leadership

CAREER HIGHLIGHTS

The Pavilion, Lebanon, TN

2008 - 2010
A non-profit long-term care facility of 60 licensed beds

ADMINISTRATOR. Created a resident-centric culture of high performance, quality c

are, and compliance through the expert management, governance, and leadership of
every administrative facet. Established an atmosphere of confidence and trust t
hrough proactive, walk-around management style, offering hands-on assistance and
direction that compelled employees to perform beyond expectations. Prepared bud
gets and reports, analyzed trends to ensure future success, coordinated insuranc
e claims, and organized the resources and finances available to best meet the ne
eds of the residents. Lay the foundation for continuity and sustainability by in
corporating an inviting, home-like environment that attracted new residents, and
 provided established residents and their families with the awareness that their
long-term needs would be met and exceeded. Interviewed, hired, and supervising
six department heads and their employees.
Created shareholder value by personally taking on marketing strategies through
referrals, advertising, and networking that increased the census by 47 residents
.
Combined breakthrough leadership with a morale-boosting management style that t
ransformed the facility from an underperforming, de-certified establishment to a
qualified environment with substantially improved fiscal health and an accelera
ted competitive edge.
Defeated uncertainty through clarity by increasing operating efficiencies, impr
oving services, quality, and safety, streamlining processes, and driving cost re
ductions that led to successful certification and a contract into the desired Te
nnCare Medicaid reimbursement program.
Partnered with the nursing staff to analyze trends in resident incidents, and c
reated robust policies and procedures that substantially reduced the number of i
ncidents.
Coordinated and directed the seamless transition of residents and staff to a ne
w location.

Grace Healthcare of Cordova, Cordova, TN

2008
A 284-licensed, dual-certified bed facility with an estimated 400 employees.

INTERIM NURSING HOME ADMINISTRATOR. Brought on board to transition the facility

to new ownership; created a recurring theme of sustainable success through the s
uccessful balance of a strong corporate culture and sound management of financia
ls, resource allocation, and quality of service, meeting the financial, resident
care, corporate, and surveyors needs and requirements. Supervised nine departme
nt heads, as well as employees, and consultants.
Cultivated and nurtured an environment of exceptional care and superior service
by working with staff to ensure high morale and improving ways to serve residen
ts that resulted in an increased census by 12 residents and expanded revenue gro
wth.
Led staff to develop new ideas that enabled the facility to enhance its attract
iveness to the community served, including incorporating a system for residents
access to trust fund accounts.
Established quality and safety procedures that led to a positive outcome despit
e a natural weather disaster (tornado) that struck the area in February 2008.
Successfully coordinated and led the transition of the entire facility, includi
ng IT function complexities.

Collierville Healthcare and Rehabilitation Center, Collierville, TN

2007
A 114-bed, dually-certified facility with 95 employees.

INTERIM ADMINISTRATOR. Hired to coordinate resident relocation after the de-cert

ification of Medicare and Medicaid contracts occurred. Crystallized decision-mak
ing and eliminated potential negative impact of hidden costs through the immedia
te correction of issues found via surveys. Instituted downsizing in staff/suppli
es to maintain the facility on a cost-effective level.
Ensured regulatory compliance adherence during the transition of 104 residents
to other long-term care facilities.
 Responded to queries and concerns by residents, families and employees to ensur
e awareness and resolution of transition issues, as well as job loss.
Salyersville Healthcare Center, Salyersville, KY 2007
A dually-certified, 147-bed facility with 185 employees.
INTERIM ADMINISTRATOR. Purpose was to maintain the facilitys compliance until p
ermanent administrator was hired and put into place.

Borger Healthcare Center, Borger, TX

2006 2007
Hospice and long-term care facility with 110 licensed beds, 78 dually-certified
beds, and 80 employees

LICENSED ADMINISTRATOR. Returned to lead the financial health, resource allocati

on, compliance, and quality of service while supervising six department heads, e
mployees, and consultants.
Leveraged relationship-building skills to establish a strategic alliance with t
he local hospital that led to a 15-resident census increase.
Challenged to and successfully corrected issues and systems to prevent drug div
ersions included within a state survey.

Glenn Oaks Convalescent Center, Shelbyville, TN

2005
A 130-licensed bed nursing, hospice, and independent living facility with an est
imated 200 employees

ADMINISTRATOR. Delivered performance-focused direction of up to 200 employees an

d department heads covering Maintenance, Therapy, Business Office, Social Work,
Dietician, MDS Coordinator, Activities, and Medical Records. Concurrently manage
d the smooth operations of four independent-living apartments.
Drove cost-effective growth and marketing strategies, such as establishing busi
ness relationships with area hospices and advertising brochures that led to incr
eased referrals by an estimated 20%.
Corrected the 2005 annual state survey of three low-level nursing deficiencies.

Borger Healthcare Center, Borger, TX

2002 2005
Long-term healthcare facility and hospice with 125 employees and 110 licensed be
ds

ADMINISTRATOR. Established desired performance results for eight departments and

125 employees. Oversaw renovations of both the interior and exterior appearance
of the facility, and ensured timely adherence to construction schedule and spec
ifications by working closely with contractors.
Major contributor to the development of resident safety initiatives, including
an innovative anti-elopement system to prevent wandering residents from leaving
the premises.
Instituted aggressive marketing campaigns, including community involvement in t
he Rotary Club and the Chamber of Commerce, and advertising materials that incre
ased census by 42 residents in less than three years.
Achieved zero deficiencies in 2004 through proactive leadership and rigorous pr
ocedures to ensure consistent quality and safety.
Transformed the facility to an improved, home-like environment to enhance the c
omfort of residents and their families, while increasing the attractiveness to p
otential new residents.

EDUCATION & PROFESSIONAL DEVELOPMENT

Masters of Science, Business Administration; Leadership (dual program)

Grand Canyon University (anticipated 2011 graduation)
Certificate of Long-term Care Healthcare Administration
University of Texas Medical Branch at Galveston
Bachelor of Science, Healthcare Administration
University of Texas Medical Branch at Galveston