Financial and operational leadership within Indiana’s largest healthcare system, overseeing the North Region for an enterprise with 16 hospitals, over 2,600 beds, and $9.2B in annual operating revenue. Regional scope includes financial strategy and performance for major hubs like IU Health Arnett (194 beds) and IU Health Ball Memorial (316 beds), a network of critical access hospitals, dozens of outpatient and ancillary sites, and the financial integration of a new Fort Wayne location finishing construction in spring 2027 followed by launch. Focus areas span integrated budgeting, complex service-line economics, labor management, and capital prioritization.
They bring together thousands of people and decisions, extraordinary clinical expertise, and enormous physical and financial resources. Keeping them working well requires people across the organization to understand how their decisions connect, and to solve problems together.
That complexity is what continues to draw me to hospital finance. I'm fascinated by how hospitals actually work: how a unit finds its rhythm, why one service grows while another struggles, what makes a staffing model sustainable, where capacity gets constrained, and how choices made in one part of the organization ripple through dozens of others. Finance offers an unusually broad vantage point from which to understand those connections, but the numbers are only useful if we bring them back to the people closest to the work.
That shapes how I lead. I believe finance should make the organization more capable, not more dependent on finance. My role is to understand what leaders are trying to accomplish, bring useful financial and operational perspective to the conversation, ask good questions, and help make the choices and tradeoffs clearer. Sometimes that means building a better forecast or business case. Sometimes it means sitting with a department leader and working through why performance looks different than expected.
