1. JOHN L. SMITH, CPA, MBA
3916 Maple Way, Phoenix, AZ 12345
Cell (123) 456-7890 | johnsmith@gmail.com
HEALTHCARE CHIEF FINANCIAL OFFICER
An Accomplished Healthcare Financial Executive with C-Level Experience at major hospitals in the
highly competitive markets of Phoenix, AZ and Reno, NV. Extensive and direct involvement with Boards of
Directors and the applicable committees of the board. A constructive team player with a consistent track record
of developing high performing direct reports and cross-functional working groups. Documented successes in
building and nurturing cultures of quality, integrity, value and respect. Known as a mentor and developer of
financial executives. In-depth experience with computerized systems, including conversions and
implementations. Project Manager for implementation of a Lawson Enterprise Resource Planning Suite.
CORE COMPETENCIES
• Strategic Performance Improvement • Revenue Growth Strategies
• Streamlining Revenue Cycle • ERP Implementation
• Enabling Hospital-Based Physicians • Bond Issues & Debt Financing
• Cash and Investment Management • Cost Reductions & Pricing Strategies
• Managed Care Contract Negotiations • Governance & Strategic Planning
• Experience in Highly Competitive Markets • Building High Performing Teams
PROFESSIONAL EXPERIENCE
ST. MARY’S MEDICAL CENTER, Phoenix, AZ
Vice President/Chief Financial Officer, 2009 to Present
St. Mary’s is a healthcare system with a 354-bed community general hospital and subsidiaries with annual
revenues of $380 million and 1,800 FTE’s. St. Mary’s is a part of Catholic Health Partners (CHP), the second
largest Catholic healthcare system in the country.
• Implemented top line growth strategies, including: enhancing a primary care physician base; expanding
the hospital’s presence into a fast-growing county; and growing the oncology and orthopedic centers of
excellence.
• Turned a $13.8 million loss from operations in 2008 into a $5 million gain in 2009 by implementing a
strategic performance improvement plan.
• Completely redesigned the Integrated Care Management (case management) department, resulting in
moving from a discharge planning model to a care collaboration model. Implemented in June, 2010,
this will significantly improve utilization and denial management.
• Attained the highest levels of productivity and labor force management of all 73 hospitals within
Catholic Health Partners. Maintained salaries, wages and benefits at 38% of net patient services
revenue. Our excellence in this area was consistently recognized by CHP and our best practices and
lessons learned were featured in presentations to other CHP hospitals.

2. John L. Smith
• Optimized the 90-member employed physician group, leading to improvements in productivity,
revenue cycle and expense management.
NORTHWEST GENERAL HEALTH CENTER, Reno, NV
1998 – 2008
Northwest General is a 320-bed community general hospital with subsidiaries, annual gross revenues of
$650 million and 1, 750 FTE’s. The hospital was the recipient of numerous awards, including America’s 50
Best Hospitals (Health Grades) and Solucient 100 Top Hospitals.
Vice President/Chief Financial Officer, 2005 – 2008
• Major contributions to a $13.6 million turnaround through a strategic performance improvement plan
with financial, operational and quality elements.
• Virtually halved days in accounts receivable from 66 to 34, leading to a turnaround of the Patient
Accounting department and improvements in all related metrics.
• Increased point-of-service collections and improved denial management, data quality and scheduling
efficiencies through a comprehensive evaluation of all components of the revenue cycle.
• Generated higher-than-target hospital reimbursements and significantly improved physician group
reimbursement as a result of superior managed care negotiations.
• Extensive governance and planning with 3 boards of trustees and 4 committees, including Finance,
Audit, Capital Expenditures and Investment.
• Maintained the hospital’s bond rating by Moody’s at A2, thereby reducing debt service costs through
refinancing existing debt and generating new sources of capital at low cost-of-capital interest rates.
Corporate Controller/Administrator of Financial Services, 1998 – 2005
• Evaluated, selected and served as Project Manager for implementation of a Lawson Enterprise Resource
Planning Suite with multiple applications.
• Implemented advanced cash management and investment allocation strategies, resulting in Pension
Plan conservation and a significant increase in days cash on hand. All investment portfolios exceeded
market benchmarks.
• Ranked by direct reports at 4.98 out of a possible 5.0.
• Received the highest possible departmental associate satisfaction score on the 2003 and 2004 Press
Ganey Associate Satisfaction Survey.
PHYSICIAN STAFFING, INC., Solon, OH
THE PREMIUM GROUP, INC.
MEDICAL SERVICES OF OHIO, LTD.
Chief Financial Officer, 1996 – 1998
Fiscal Management for three family-owned companies with annual gross revenues of $30 million.
• Created project valuations, feasibility studies and critical analyses of a strategic nature for acquisitions.
• Developed a long-range financial plan for executive management.
• Managed cash and had complete responsibility for developing operating, capital and cash budgets.
NAPLES COMMUNITY GENERAL HOSPITAL, Naples, FL
1992 – 1996
Naples Community General Hospital is an independent community general hospital with 321 beds and a
medical staff of over 500 physicians.
Controller/Director of Fiscal Services, 1995 – 1996
• Converted and implemented a new hospital information system on-budget and on-time.
• Reduced operating expenses and enhanced revenues as part of the Value Improvement Committee.
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3. John L. Smith
• Implemented a Patient Centered Care initiative, leading to higher levels of patient satisfaction and
improved compliance with protocols.
Manager, Fiscal Services Department, 1992 – 1995
• Supervised 4 professional accountants and 2 accounts payable analysts.
• Reduced expenses by $100,000 through FTE reductions.
• Shortened the monthly closing process by 5 working days.
• All fiscal audits supervised required no year-end audit adjustments.
NORTHWEST GENERAL HEALTH CENTER, Reno, NV
Financial Analyst/Coordinator, Fiscal Services Department, 1989 – 1992
Northwest General is a 320-bed community general hospital with subsidiaries, annual gross revenues of
$650 million and 1, 750 FTE’s.
• Condensed the monthly closing process from 12 to 8 working days.
• Directed the work of 4 accounting clerks.
ALLTEL CORPORATION, Hudson, OH
Corporate Accounting Analyst, 1985 – 1989
Alltel is a leading U.S. wireless telecommunications network operator, providing wireless data and voice
services to more than 14 million customers in 35 states.
• Worked on the corporate consolidation process and variance and other analyses.
• Interacted with all regions, internal auditors and outside independent auditors.
EDUCATION
Master of Business Administration, Maumee State University, Cleveland, OH, 1995
Bachelor of Science, Accounting, University of Missouri, Columbia, MO, 1987
PROFESSIONAL ASSOCIATIONS
• Healthcare Financial Management Association, CFO Forum, Member, 1989 – Present.
• The Healthcare Roundtable for Chief Financial Officers, Member, 2005 – 2006.
• CFO Forum, Phoenix Center for Health Affairs, Member, 2005 – 2008.
• Arizona Hospital Association, Financial Policy Committee, Member, 2009 – 2010.
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