Hospital Finance · Operations · FP&A · Healthcare Markets & Economics
Luke D. Taylor · MSc, CHFP, CRCR, FPAP, LSSBB
I work at the intersection of hospital finance, operations, FP&A, and strategy, helping hospitals and health systems turn complex financial and operating problems into clearer decisions and better performance.
My career has taken me across hospitals, health systems, health plans, consulting, and healthcare technology. The common thread is understanding how strategy, healthcare economics, reimbursement, payer and pharmaceutical dynamics, incentives, and operations come together in the real world of care delivery.
I'm a healthcare finance and strategy leader with a particular interest in how hospitals and health systems actually work: how resources are deployed, how capacity is managed, how incentives shape behavior, and how financial and operational decisions ultimately affect the delivery of care.
My experience spans hospital financial operations and FP&A, workforce and labor management, alternative payment models, total cost of care, healthcare strategy, performance improvement, and enterprise transformation. I've worked from several sides of the industry, including provider organizations, health plans, consulting, and healthcare technology.
That breadth has shaped the way I approach problems. I tend to move between the financial, operational, strategic, and organizational dimensions of an issue rather than treating them separately. Much of my work is ultimately about taking something complicated, finding the structure inside it, and turning it into something leaders can understand and act on.
My career has crossed hospital finance and FP&A, revenue operations, health-system strategy, payment innovation, consulting, and healthcare technology.
Executive advisory and interim finance platform for health systems, academic medical centers, provider-sponsored plans, and public agencies. Engagements span revenue and reimbursement, decision support, service-line economics, capital prioritization, and finance operating-model design.
Memorial Medical Center
Financial and operational leadership for a 199-bed acute care teaching hospital with roughly $380M in net revenue, deployed through Vaco by Highspring. Focus areas include month-end close, labor and productivity management, physician-enterprise cost analysis, capital prioritization, and revenue cycle coordination.
Wynn Hospital
Interim executive finance leadership supporting the CFO at Wynn Hospital, the 373-bed regional-referral flagship of Mohawk Valley Health System. Led financial planning, forecasting, variance analysis, service-line performance review, and decision support for hospital and clinical leaders.
Finance leadership across a multi-state pediatric integrated delivery network with two freestanding children’s hospitals and more than 70 locations. Work spanned budgeting, variance analysis, labor management, service-line finance, Medicaid and reimbursement strategy, capital planning, and total cost of care performance.
Hospital finance and revenue operations leadership within a statewide academic system of 11 hospitals and more than 150 locations. Work included integrated budgeting, monthly reporting, decision support, and service-line economics, alongside HSCRC-regulated revenue strategy and AHEAD and TEAM bundled-payment readiness.
Led consulting engagements bridging hospital finance, decision support, and clinical operations data architecture. Focus included payer-provider analytics, contract performance, reimbursement intelligence, charge integrity, and net revenue.
Provider and enterprise finance operations work across an integrated payer-provider organization. Spanned ERP/EPM transformation, chart-of-accounts and general-ledger redesign, close acceleration, budgeting, cost accounting, and payer-provider financial logic.
Health and human services consulting across managed care policy and MCO rate-setting methodology. Work included utilization management operationalization, Health Insurance Exchange finance and operations, and broader HHS technology strategy.
Most of my work sits somewhere in the space where finance, operations, strategy, and healthcare economics intersect.
Healthcare organizations are complicated because almost nothing important happens in isolation. A staffing decision becomes a financial question. A reimbursement policy becomes an operating-model question. A capacity problem becomes a strategy question. A strategic decision eventually becomes somebody's workflow.
I'm most useful when the problem crosses those boundaries. I like understanding the whole system, identifying the few relationships that actually matter, and then making the complexity easier to see.
Fisher College of Business
Master of Business Administration — MBA
Master of Health Administration — MHA
Lyons School of Accounting, Rawls College
Master of Accountancy — MAcc
Heinz College
Master of Science, Health Policy and Management — MS
Bachelor of Arts, Political Science — BA
CPA and CMA expected Winter 2027
The website is intentionally abbreviated. My full CV includes additional roles, responsibilities, education, and professional experience.
Where to reach me:
Good work usually begins with seeing the problem clearly.
“Give me six hours to chop down a tree, and I will spend the first four sharpening the axe.”
Often attributed to Abraham Lincoln