Financial Administrator Accounts Payable

JOSEPH M. PAUL, CPA

**** ******* **. **** **** Beach, FL 33413

Email **********@***.***

Mobile 727-***-****

SUMMARY

Comprehensive background with over 30 years of hospital financial leadership experience, primarily for large, nationally recognized healthcare organizations. Highly skilled in spearheading process improvement initiatives to improve profitability and efficiency. Heavily experienced in strategic planning, service line development, physician recruitment & relationships, contractual agreements, expense reduction, productivity management, capital project business plans, proformas & management, and financial operations across multidisciplinary departments. Passionate about developing strong teams that meet key performance metrics and strict regulatory compliance standards. Ability to excel at the detail level while maintaining clear view of the big picture.

Retired in September, 2018 after a distinguished career to spend time with my children while they were still at home. Motivated to return to the workforce now and join a first rate organization and contribute to its success

SKILLS

Leadership Integrity Work Ethic Collaboration Results-driven Quality Communication

Financial and operational acumen Computer literacy Civic mindedness Proven success record

EXPERIENCE

Universal Health Services (UHS) - King of Prussia, PA (5/11 – 9/18).

CFO, CSO (Chief Staffing Officer), and Compliance Officer - Wellington Regional Medical Center, Wellington, FL, a 233 bed acute care Hospital, with annual net revenues of $175M and 1,000 FTE’s.

· Margin grew from $14M in 2010 to over $31M in 2014, 2015 & 2016, driven by my very strong expense management, high acuity growth with incremental volume in targeted high yield product lines, renegotiated managed care contracts, senior leadership alliances with strategic partners, and a shrinking uninsured pool due to exchange product availability.

· For the five years ended 12/31/16, on a cost per CMI adjusted admission basis, the favorable gap between actual performances versus what spend would have been at a 3% per year increase was $50 M.

· Prepared $80 M in major project business plans and financial projections, successfully securing corporate funding for a $46M, 80 bed expansion project in 2011, and $34M in product line renovation and expansion projects (OB, OR, Interventional Radiology, Neuro Intervention, and robotics).

· Recognized by UHS senior leadership as the highest ranking CSO in the Company from metrics achievement and labor savings earned.

· Presented productivity best practices to UHS senior leadership and hospitals’ senior leadership at the 2014 UHS Hospital Management Conference which was implemented across the continuum.

· Directed the process of moving a longstanding JCAHO non-compliant medical records delinquencies issue from over 100% to 10% in 7 months, with results recognized by the Board & Corporate office.

· Departmental oversight of Accounting, Payroll, Accounts Payable, Decision Support, Case Management, HIM, Information Technology, Materials Management, and Patient Access.

· For the last 17 months of my tenure with UHS, served as the interim CFO for several troubled hospitals in Texas & California at which I successfully assessed and repaired financial performance.

JOSEPH M. PAUL, CPA

Hospital Corporation of America (HCA)

Palms West Hospital, Loxahatchee, Florida (2/09 – 5/11) - CFO of 175 bed acute care Hospital, with a net revenue budget of $160M and 800 FTE’s.

· Hospital’s EBDITA grew from $15M in 2008 to $27M in 2010.

· Worked closely with the CEO, targeted and achieved lucrative product line & physician growth in order to maximize net revenue and grow accretive margin.

· Tightened down sharply on expenditures by implementing cost controls throughout the organization with CFO pre-approval requirements for Hospital spend.

· Hospital received an HCA company-wide top 10% designation in 2010 for physician satisfaction.

· Received HCA Group & Division recognition for several personally owned initiatives including a $17M Hospital expansion proposal and the development of self pay tactics distributed to 50 Hospitals.

· Departmental responsibility for Accounting, Accounts Payable, Business Office, Case Management, Health Information Management, Information Technology, Materials Management, Payroll.

· Accepted lucrative offer from UHS to take over as Wellington Regional CFO.

HCA West Florida Supply Chain Services, Largo, Florida (5/05 – 2/09).

CFO of HCA West Florida Division consolidated shared services center, including financial administration for a $1B annual disbursal operation including SOX compliance, financial responsibility for the 16 WFD Hospitals’ supply expense budgets and supply expense financial reporting, security administration for the SMART procurement system within the Division, and financial administration for the Supply Chain COID. Accomplishments included:

· Development and oversight of the HCA WFD Cash Disbursement Authorization Policy with standardized approval limits for the WFD Hospitals.

· Key member of the WFD cost reduction team, working with the Division CFO. Developed power point presentations on all identified WFD cost management initiatives which were then rolled out to the Hospitals for communication to all pertinent personnel. Oversight of all WFD cost management policies within the WFSC organization and its serviced entities.

· Under my direction, WFSC led all Supply Chains in the high priority HCA goal of maximizing disintermediation prompt pay discounts, earning $1M in 2007 & 2008 (99% of available). Presented best practice guidance to HCA Corporate Supply Chain, Supply Chain CFO’s, and Accounts Payable Managers in Brentwood in June, 2008. This was then implemented by all HCA Supply Chains.

· Administered the September, 2008 Internal Audit process for the WFSC. For the first time in Supply Chain history across all nationwide Divisions, there were no major or important issues cited on an Internal Audit Report for an HCA Supply Chain.

· Promoted to CFO of HCA Palms West Hospital.

HCA St. Petersburg General Hospital, St. Petersburg, Florida (9/00 – 5/05).

Controller of a 219-bed acute care community hospital. Primary responsibilities included all financial reporting, budgeting, and PLUS productivity system reporting functions for a hospital earning $120M in annual net revenues. Indirectly responsible for the centralized financial functions of accounts payable and payroll. Responsible for the hospital’s external and internal audits’ administration. Responsible for monthly balance sheet, P&L & statistics’ propriety, Medicare financial reporting and cost report exhibits, for income, sales and property tax reporting, and for preparing and presenting projections for all major capital projects under consideration. Responsible for billing & collection of the hospital’s industrial accounts. Responsible for the hospital’s SOX 404 compliance and for compliance with the HCA referral source disbursement policy. Served on the hospital’s compliance committee. Reviewed all Hospital contracts prior to renewal for cost savings opportunities. Member of the supply management action team. Promoted to WFD Supply Chain CFO in May, 2005.

JOSEPH M. PAUL, CPA

Vencor Hospital, Tampa, Florida (2/98 -- 9/00).

Assistant Administrator - Finance (CFO) of a 73-bed long-term acute care hospital, reporting to the Administrator (CEO). The hospital was one of over sixty hospitals owned by Vencor, Inc., now known as Kindred Healthcare. While CFO, the hospital’s 1998 through 2000 earnings exceeded aggressive budgets, reflecting maximization measures implemented for net revenue growth, and cost reduction measures implemented for expenses. The hospital consistently ranked in the upper quartile within the company in its number of A/R days outstanding. Achieved these results without the benefit of any accounting staff, and a skeleton business office staff. Conceptualized, developed, and published a 1998 comparison report by hospital and region within the chain, identifying each facility and region’s composition of medical supply costs on a gross dollar and per stat basis, which was utilized by CFOs at Vencor Hospitals across the country to identify cost reduction opportunities. Responsible for financial administration, all business office functions, financial reporting, MIS, payroll, accounts payable, materials management, and medical records. Turned down a promotional offer to become a Vencor Regional CFO to accept a position with HCA.

Mariners Hospital, Tavernier, Florida (7/93 -- 2/98).

Vice President/CFO, reporting to the President/CEO. Financial administrator of a 42-bed acute care community hospital. Hugely successful turnaround accomplishment - in its first twelve years of existence, the hospital incurred an aggregate bottom line deficit. In the span of 4+ years, the hospital achieved a major bottom line excess, elevating its balance sheet to one of the strongest of any small hospital in the U.S. Keys to success were the maximization of third party reimbursement, the development of an excellent business office operation, the elimination of cost excesses, and the synergy of the hospital’s leaders rippling down throughout the hospital workforce. From the joke of the Upper Keys’ community wherein most of the residents traveled up to Miami for hospital care, the hospital’s business and its employee satisfaction grew significantly, and the hospital became recognized as the best employer in the Upper Keys. Honored with an award from the Mayor of Monroe County, Florida for my work with the hospital and with the youth of the Upper FL Keys community. Areas of responsibility included treasury, business office, financial reporting, budget & reimbursement, management information, payroll, accounts payable, and materials management. Supervised twenty FTE’s, including four direct reports and sixteen staff members.

EDUCATION

B.A. Economics, Muhlenberg College, Allentown, Pennsylvania

Post Graduate study, Wharton School of Business, University of Pennsylvania

CERTIFICATIONS

Certified Public Accountant, Commonwealth of PA (license inactive)

Chartered Global Management Accountant (CGMA) – AICPA - (currently inactive)

COMMUNITY SERVICE

Created and chaired the Wellington Regional Medical Center Adopt-a-Family Program, securing donations from employees and medical staff and providing over $50K during 4 holiday seasons to over 100 families in the hospital’s service area identified as being in critical need through partnership with the local public schools leadership (2013-2016)

Created and chaired the Dr. Martin Luther King (MLK) event committee, which has honored the life and legacy of MLK in January for 3 years (2013-2015)

Board member, Treasurer, Basketball President, FL Upper Keys Athletic Association (1995 – 1997)

Board member and Treasurer, Friends of Friendship Park, Inc., Key Largo, FL (1995 – 1997)

JOSEPH M. PAUL, CPA

AWARDS

UHS Service Excellence Award, Wellington Regional Medical Center, March, 2014

State of Florida State Champion in basketball shooting, 2004 & 200

Florida Keys Service Excellence Award (from Mayor, Monroe County, FL), 1997

Four year college basketball starter & 1,000 point scorer, including two conference championship teams

All Main Line Philadelphia high school basketball team selection as starting center on league championship squad

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