CALL 615-778-4650




(570) 592-2430
(615) 778-4650

Cindy began her career as an RN moving into progressive executive leadership roles in acute care hospitals including CEO, COO and CNO where she established a proven track record of financial turnarounds, quality transformations and record improvements in patient experience.


  • Master of Science, Health Services Management & Policy, New School University
  • Bachelor of Professional Studies, Community & Human Services, Empire State College
  • Associate of Applied Nursing, Sullivan County Community College
  • New York State Licensed Professional Registered Nurse
  • Pennsylvania State Registered Nurse
  • California State Registered Nurse
  • American College of Healthcare Executives Fellow


 Turnaround Management
 Interim andCrisis Management
 Operations Management
 Physician Alignment
 Performance Improvement
 Patient Experience


 Acute Healthcare–Not For Profit and For- Profit, Union and Non-Union
For Profit Specialty Hospitals

As a Senior Healthcare Executive with experience in acute care hospital operations, best practice implementation, physician engagement and service line growth, Cindy has demonstrated an ability to create and execute breakthrough strategies that have revitalized and rapidly turned around small to mid-sized organizations struggling with clinical, quality and or financial performance. She has demonstrated success in delivering substantial improvements across a balance scorecard; exhibits solid business acumen and understands the value of relationships built with leaders, physicians, and payers. Healthgrades, The Robert Wood Johnson Foundation, and The Joint Commission have recognized her work and she has recruited highperforming teams achieving record improvements in patient satisfaction at every organization she has led. Cindy is a transitional and transformational leader that can harness the power of mission and vision to produce operational results. As a nurse, Cindy understands that models of care affect financial viability and as an operator, appreciates the rigor and discipline required to create and sustain change that produces a positive bottom line.



  • Growth Driver skilled at developing and launching profitable service lines, including cardiology, general and vascular surgery, nephrology, hematology and oncology.
  • Served as COO for 198-bed acute care hospital that introduced high-margin procedures in cardiology, electrophysiology and vascular service lines, generating 10% volume growth. Re-instituted neurosurgery program to decrease out migration. Created system-wide mammography screening event, generating 1,200+ outpatient procedures.
  • Built a $3.5M vascular program from ground up. Recruited vascular surgeon and shepherded $2.4M construction of multi-purpose cardiovascular interventional suite, generating 800+ incremental procedures within the first year of launch at 101-bed acute care hospital.
  • Successfully stabilized medical staff, employee and community relations during the sale of 2 acute care hospitals.
  • Successfully managed multiple hospital renovations, infrastructure and construction projects including Emergency Department and ICU redesign initiatives all under budget and on time.
  • Project CEO that reduced total operating expenses by 8.2% in 3 months after intensive operations and contract review. Implemented cost-saving opportunities to align expenses with demand during the sale of a 140- bed acute care hospital.
  • Developed ACEOs and ACNOs for promotion and coached department leaders to move into regional support roles. Established and successfully implemented Board of Trustee and physician annual regulatory education programs.



  • Change Agent who rapidly revitalized five hospitals and consistently delivered double and triple-digit margin percentage improvements through rigorous operations management, physician alignment, financial discipline and quality enhancement.
  • Achieved $5.9M in EBITDA in one year at a 76-bed acute care rural hospital. Negotiated favorable professional service contracts and achieved employee, physician and community buy-in regarding service offering changes. Delivered 28% increase in total outpatient volume over three years and eliminated RN turnover which had been at 57%.
  • Improved EBITDA by 26% at a 101-bed acute care hospital. Expanded general surgery and inpatient medicine service lines, introduced three new specialties (vascular surgery, pain management and OB/GYN) and recruited 21 physicians over two years. Increased average daily census by 23.5%.



  • ED Improvement Expert recognized for decreasing average patient/physician encounter times at five hospitals; reduced ED physician wait-to-be-seen time from 42.5 minutes to 16 minutes at a 76-bed acute care hospital, improved ED throughput, effort decreased average patient encounter time by an hour (2:44 to 1:44) at a 47-bed acute care hospital.
  • Patient Satisfaction Champion successful in achieving record double-digit percentile ranking gains in HCAHPS scores at six acute care hospital facilities, exceeding state and national averages. Improved patient satisfaction Willingness to Recommend from 78% to 100% in 6 months scoring above the national and regional averages in all categories at a 32-bed LTACH.
  • Reduced Mortality Rate from 22% to 10% by implementing research-based sepsis protocols, developed Ventilator Weaning Protocols to improve wean rate from 52% to 92% and decreased short-term acute care transfers out by 25% by improving RN competencies to include critical care drips/sedation resulting in CMI increasing from 1.21 to 1.55 at a 32-bed LTACH. Reduced readmission rate and moved hospital from a 2 to 4 str CMS rating during the sale of a 76-bed acute care rural hospital.



  • Physician Recruitment Specialist who knows the playbook for attracting clinicians from competitor facilities and leading medical schools, as well as gaining incremental volumes by recruiting splitter physicians.
  • Recruited physicians in primary care and five specialties at 198-bed acute care hospital. Acquired respected 12-physician cardiology group and an outpatient radiology center, lowering subsidy by $2M annually. Redefined Graduate Medical Education Program relationships by renegotiating contract and leases. Attained margin improvement of $500K annually.
  • Recruited 12+ primary care and specialty physicians at a 47-bed acute care hospital from competitor hospitals, through J1 Visa programs and national searches. Brought in general surgeon who developed comprehensive vascular surgery program, reducing surgical transfers from ED to competitor facilities by 85% in first year.
  • Negotiated multiple hospital/physician buy/sell agreements including joint ventures
Spectrum Health Partners

341 Cool Springs Blvd
Suite 305
Franklin, TN 37067
Office: (615) 778-4650