Director of Finance

Mark Liebowitz, CPA, MPA

*** ****** *********, **********, *** York 11516 * 516-***-**** * adro1k@r.postjobfree.com

EXECUTIVE PROFILE:

Accomplished, innovative, and organized executive with healthcare and not-for-profit expertise in finance and operations. Areas of expertise include Financial and Strategic Planning, Operational Oversight and Process Improvement, Revenue Cycle, and Financial Reporting. Metric and data-driven decision maker. Results oriented, decisive leader with proven success in developing and managing various departments, leaders and teams. Track record of increasing staff productivity and utilization to increase revenues.

CORE COMPETENCIES:

Visionary Leadership Strategic and Financial Expert Effective Collaborator

Tactical Planning KPI and Dashboard Development Workflow Process Improvement

Project Management Financial and Accounting Management Budgeting / Forecasting

PROFESSIONAL EXPERIENCE:

NYU Langone Orthopedic Center (LOC or Center), New York January 2012 – Present

Director of Finance

Provide executive leadership within the NYU Langone Health system. Lead over 300 employees and over $140 million in revenue, up from $92 million in 2012. Lead the Center’s strategic and financial operations which includes ownership of the accounting, budgeting, forecasting, and finance functions. Advisor to LOC’s Medical Director and work in conjunction with other finance leaders and department heads to develop plans and opportunities for synergy and cost cutting. Assist and monitor assigned departments for operating and fiscal improvements. Developed robust productivity, utilization, and profitability tools to optimize profit margin.

●Manage and oversee the financial statement preparations, budgets, projections, and planning / forecasting for the Center.

●Collaborate extensively with department heads to review monthly departmental finances and operational activity.

●Supervise a revenue integrity team to maximize charge and revenue capture.

●Hire and train new accounting staff members.

●Manage financial feasibility analyses to support staffing needs to accommodate patient needs.

●Utilize the latest technology tools (Tableau and Alteryx) to oversee the compilation of data for senior leadership.

●Prepare monthly sales tax reports for the for-profit Performance Center.

Key Accomplishments

Spearheaded and lead internal teams 1) LOC Radiology Coding Committee 2) LOC Dashboard & Analytic Committee

Implemented 340B pharmaceutical savings program at the Center, saving over $19 million per year.

Key member of developing the business plan to expand the Center and purchase the entire building.

Created a team and developed a system to identify noncompliant coding and billing errors. Resulting in increased revenue, stronger billing and regulatory compliance.

Direct and manage department heads to maximize margin through restructuring and reorganizing staff and medical management opportunities with additional annual margin of approx. $4.4 million.

Oversaw the restructuring of the PT/OT scheduling staff to increase productivity by focusing on refilling canceled slots. Increased PT/OT productivity and revenue along with developing a LOC PT/OT Utilization and Productivity report.

Managed the restructuring of the Infusion department’s staff and operational hours which resulted with additional annual margin of $2 million.

The Adco Group, Inc., New York October 2006 – January 2012

Controller

Private investment company with residential and commercial properties worth over $700 million. Managed an accounting staff of three and multiple property managers.

●Oversaw the budgeting, forecasting of various entities and properties along with reviewing Federal / State tax returns.

●Reviewed year end operating escalations and true up invoices.

●Monitored sub tenant billings and accounts receivables to achieve minimal write-offs.

●Responsible for every aspect of the closing of acquired and sold buildings.

●Assisted CFO on tax planning and business strategies.

Key Accomplishments

Implemented changes in the health insurance policy generating cost savings of $100,000.

Reduced accounting fees due to reduced time spent on audits and reviews.

Kingsbrook Jewish Medical Center, Brooklyn, NY October 2005 – October 2006

Controller

Responsible for eight accountants and managed the financial operations of a large multi-specialty healthcare facility with $200 million in revenues and 864 beds.

●Analyzed and interpreted financial data and recommended changes to enhance internal controls.

●Prepared monthly reporting package for board of directors.

●Interfaced with auditors and prepared financial statements and all necessary work papers for an efficient audit.

Brunswick Hospital Center, Inc., Amityville, NY June 2001 – October 2005

Controller

Managed staff of four accountants and oversaw the daily financial operations of a healthcare facility with $90 million in revenues and 474 beds.

●Compiled monthly financial statements and NYS quarterly sales tax returns.

●Reviewed monthly operating results with department managers.

●Supervised accounts payable, monitored daily cash flow, and negotiated with vendors.

●Responsible for managing the daily cash flow of the facility.

●Supervised the preparation of annual Medicare/Medicaid cost reports.

Key Accomplishments

Enhanced the corporate compliance program by implementing new HIPAA policies throughout the Hospital.

Implemented changes in operations generating cost savings of $300,000.

Health Capital Investors, Inc. (HCI), New York, NY June 1999 – May 2001

Controller/Business Manager

Managed the accounting department for a national accounts receivable start up finance company.

●Supervised operation teams to conduct thorough financial analyses of prospective client

companies as well as owners’ personal financial history.

●Served as a member of a five person HCI credit committee to finalize status of prospective clients.

●Monitored the first review and reconciliation of the company’s accounting books and records.

●Prepared projected fee income analyses for respective and prospective clients of HCI.

●Implemented accounting policies and procedures.

●Assembled operations manual to outline the due diligence and credit / collection procedures.

●Improved the billing and collection process for clients to ensure that the third party payor collections were paid within a reasonable time frame and reduced clients’ delinquent accounts receivable.

Deloitte and Touche, LLP, New York, NY July 1997 – June 1999

Senior Auditor

●Planned, budgeted, supervised audit engagements.

●Reviewed financial statement analyses and substantive testing of financial statement accounts.

●Evaluated internal controls and prepared reports for management.

●Prepared and reviewed Medicaid/Medicare cost reports.

●Trained, supervised, and directed staff on assigned engagements.

●D&T Clients included: Statue of Liberty – Northwell Health, Northern Dutchess Hospital, Northern Dutchess Nursing Home, Ellis Island Foundation, and Managed Healthcare Systems, Morgan Stanley Dean Witter Discover and Company, Interchange Bank, Prudential Securities

Loeb and Troper, New York, NY February 1993 – July 1997

Senior Auditor

●Loeb and Troper Clients included: Bronx Lebanon Hospital, Casa Promesa, Bronx Lebanon Special Care Center,

Miriam Osborn Memorial Home

EDUCATION:

New York University Robert F. Wagner Graduate School, New York, NY May 2019

Master in Public Administration, Specialization in Healthcare Administration (GPA 3.95)

Yeshiva University Sy Syms School of Business, New York, NY January 1993

Bachelor of Science in Accounting

PROFESSIONAL ASSOCIATIONS and CERTIFICATIONS:

American College of Healthcare Executives member 2019 - present

Advanced Interprofessional Leadership Program May 2022

Contact this candidate