Chief Financial Officer Cfo
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SAMUEL DENUNZIO http://webprofile.info/sdenunzio 623-587-1884 26035 Manzano Court, Valencia, CA 91355 Email: [email protected] SENIOR FINANCIAL EXECUTIVE Process Improvement / Cash Flow Analysis / Strategic Planning Results-driven senior financial professional with extensive experience leading p rocess improvement and fiscal operations in addition to cultivating vendor and p atient relationships for hospitals ranging in size from 25 beds to 900 beds all of which, generated millions of dollars to bottom line. Provide vision and lead ership to improve and grow operations in rapidly changing health care industry. Expert with financial administration, contract negotiation, technology process i mprovements, alliance building, startup ventures, fiscal analysis, and regulator y compliance. Achieve exceptional business results through expertise in: Core Qualifications Executive Leadership Financial Administration Cash Flow & Revenue Generation Strategic Planning / Implementation Staff Development Information Technology Executive Performance DeNunzio & Associates, Valencia, CA 2009-Present Provide financial and management consulting to health care clientele, specifical ly medical/surgical facilities. President Oversee business development to acquire clientele and assess current operations in order to make financial and management recommendations that will reach organi zational goals. Led negotiation and purchase of $3 million rehabilitation hospital by creating financial package including five-year, pro-forma income statement projection bas ed on historical information of closed facility. Spearheaded implementation of back office billing system and front office patie nt registration system for $2 million surgical center as result of directing rec ruiting and hiring initiatives for both systems. Completed five-year, financial pro-forma of hospital showing $12 million operat ing profit, convincing group of physicians to buy closed, 25-bed rehab hospital. Sherman Oaks Hospital & Encino Hospital, Sherman Oaks, CA 2007-2009 Two hospitals consisting of 150-bed facilities. Chief Financial Officer Directed financial operations for two hospitals including accounting, accounts r eceivable, accounts payable, payroll, material management, budgeting, and govern ment reporting. Headed conversion of information systems from Affinity to Meditech for both hos pitals in effort to conform to current corporate directive. Prepared in-depth analysis of $50 million burn center to determine profitabilit y. Researched and selected new billing patient registration system for 10-physicia n office after preparing financial, cash flow, A/R, and A/P statements to confor m to new hospital systems. Bear Valley Community Hospital, Big Bear Lake, CA 2005-2007 A 30-bed rural medical-surgical hospital. Chief Financial Officer Spearheaded financial operations including accounting, A/R, A/P, payroll, medica l records, housekeeping, budgeting, and government cost reporting. Increased annual gross revenue by $1.8 million and cash flow by $700,000 after conducting cost study of patients joining HMOs showing financial benefit to have contracts with major HMO in area, Heritage Health. Reduced hospital operating loss 56% within first year of employment.
Improved accuracy of true revenue and profit projections through implementation of system to accurately monitor contacts by various third parties. SAMUEL DENUNZIO Page 2 of 2 Linden Municipal Hospital, Linden, TX 2004-2005 25-bed critical access hospital. Chief Executive Officer/Chief Financial Officer Oversaw entire operations of health care facility with 10 direct reports. Negotiated $3.6 million sale to private buyer after drafting RFP package and he ading committee to oversee financial soundness of deal. Reduced days in A/R 33% over one-year period and increased cash flow by $2.4 mi llion annually. Assumed interim CEO position after only three weeks of employment while continu ing to perform primary duties as CFO since previous CEO reduced Medicare per die m to $500 per day by not properly categorizing facility as critical access hospi tal. After immediately restoring proper categorization, Medicare per diem increa sed to $825 per day in addition to cash flow increasing by $325 per day and $200 ,000 per month. Realized first profit in nine years for hospital as result of hiring another O. B. physician to attain DSH (Medical Disproportion Share), maximizing cash flow b y $135,000 annually and realizing profit of $110,000 for current year. DeNunzio & Associates, Phoenix, AZ 1999-2004 Provide financial and management consulting health care clientele, specifically medical/surgical facilities. President Oversee business development to acquire clientele and assess current operations to make financial and management recommendations that will reach organizational goals. Opened new, 20-bed surgical hospital in Hot Springs, AK by directing recruiting initiatives for 100 new employees, selecting and installing financial, time/att endance, and pharmacy systems. Reduced A/R more than 35% over one-year period, increasing cash flow by more th an $3.5 million as acting CFO for 100-bed medical surgical hospital and 60-bed p sychiatric hospital. Managed financials for only hospital in seven-hospital system to collect net re venue 11 months consecutively. Eliminated need for contractual adjustments by outside auditors for two hospita l clients. Henry Mayo Community Hospital, Valencia, CA 1996-1998 235-bed acute-care hospital. Director of Finance Led financial operations such as A/R, A/P, budgeting, and government cost report ing with four direct reports. Improved budget accuracy and completion time by implementing new budget system to replace manual methods. Created and conducted all training for replacements of Controller and two Senio r Accountant positions for hospital within three months. Additional Career Positions Chief Financial Officer, Community Memorial Hospital, Ventura, CA Chief Financial Officer, Midway Hospital, Los Angeles, CA Chief Financial Officer, Edwin Rubin Entrepreneur/Proprietor, Los Angeles, CA Vice President-Finance, Santa Monica Hospital Medical Center, Santa Monica, CA Vice President-Finance, Hollywood Presbyterian Medical Center, Hollywood, CA Assistant Administrator-Finance, Parkland Hospital, Dallas, TX Education / Affiliations B.A., SUFFOLK UNIVERSITY, Boston, MA
American Institute of CPAs California Society of CPAs Arizona Society of CPAs
Improved accuracy of true revenue and profit projections through implementation of system to accurately monitor contacts by various third parties. SAMUEL DENUNZIO Page 2 of 2 Linden Municipal Hospital, Linden, TX 2004-2005 25-bed critical access hospital. Chief Executive Officer/Chief Financial Officer Oversaw entire operations of health care facility with 10 direct reports. Negotiated $3.6 million sale to private buyer after drafting RFP package and he ading committee to oversee financial soundness of deal. Reduced days in A/R 33% over one-year period and increased cash flow by $2.4 mi llion annually. Assumed interim CEO position after only three weeks of employment while continu ing to perform primary duties as CFO since previous CEO reduced Medicare per die m to $500 per day by not properly categorizing facility as critical access hospi tal. After immediately restoring proper categorization, Medicare per diem increa sed to $825 per day in addition to cash flow increasing by $325 per day and $200 ,000 per month. Realized first profit in nine years for hospital as result of hiring another O. B. physician to attain DSH (Medical Disproportion Share), maximizing cash flow b y $135,000 annually and realizing profit of $110,000 for current year. DeNunzio & Associates, Phoenix, AZ 1999-2004 Provide financial and management consulting health care clientele, specifically medical/surgical facilities. President Oversee business development to acquire clientele and assess current operations to make financial and management recommendations that will reach organizational goals. Opened new, 20-bed surgical hospital in Hot Springs, AK by directing recruiting initiatives for 100 new employees, selecting and installing financial, time/att endance, and pharmacy systems. Reduced A/R more than 35% over one-year period, increasing cash flow by more th an $3.5 million as acting CFO for 100-bed medical surgical hospital and 60-bed p sychiatric hospital. Managed financials for only hospital in seven-hospital system to collect net re venue 11 months consecutively. Eliminated need for contractual adjustments by outside auditors for two hospita l clients. Henry Mayo Community Hospital, Valencia, CA 1996-1998 235-bed acute-care hospital. Director of Finance Led financial operations such as A/R, A/P, budgeting, and government cost report ing with four direct reports. Improved budget accuracy and completion time by implementing new budget system to replace manual methods. Created and conducted all training for replacements of Controller and two Senio r Accountant positions for hospital within three months. Additional Career Positions Chief Financial Officer, Community Memorial Hospital, Ventura, CA Chief Financial Officer, Midway Hospital, Los Angeles, CA Chief Financial Officer, Edwin Rubin Entrepreneur/Proprietor, Los Angeles, CA Vice President-Finance, Santa Monica Hospital Medical Center, Santa Monica, CA Vice President-Finance, Hollywood Presbyterian Medical Center, Hollywood, CA Assistant Administrator-Finance, Parkland Hospital, Dallas, TX Education / Affiliations B.A., SUFFOLK UNIVERSITY, Boston, MA
American Institute of CPAs California Society of CPAs Arizona Society of CPAs
