David brings more than 13 years of experience helping health systems and physician enterprises improve ambulatory operations, strengthen performance, and pursue sustainable growth. He advises integrated health systems, employed and community medical groups, and financial sponsor-backed physician practice management organizations on ambulatory strategy, physician enterprise performance, organizational design, and operational transformation.
About David
David advises healthcare organizations on complex ambulatory and physician enterprise challenges spanning physician practice management, interim leadership, workforce optimization, physician compensation, access and contact center performance, technology enablement, and cost transformation. He combines strategic and operational experience to help organizations identify performance gaps, strengthen operating models, and translate improvement opportunities into measurable financial and operational results.
David has worked with C-suite executives, physician leaders, and operational teams to address challenges involving practice performance, growth, workforce, access, and organizational alignment. His experience includes ambulatory site and service optimization, organizational restructuring, physician governance, market and service line strategy, financial modeling, and benefit realization.
Across David’s career, he has:
- Served as Interim Vice President of Operations Integration for a large integrated health system, providing operational oversight across three states. He led ambulatory performance improvement efforts to support systemwide initiatives, realizing $25 million in EBITDA improvements.
- Directed interim operational leadership efforts for a private equity-backed occupational medicine and physical therapy company facing financial distress, with approximately $80 million in revenue and operations across multiple states. He identified more than $ 6 million in projected EBITDA improvements through rationalization of underperforming sites and restructuring of corporate and state-level operating models.
- Led a two-year performance improvement engagement for a renowned academic medical center in the Midwest, including the transformation of its contact center and physician template optimization across 20 clinical departments. The initiatives helped achieve year-over-year improvements across key metrics, despite a nearly 9% increase in overall call volume and more than 6% reduction in contact center representative FTEs. Improvements included an 11.5% decrease in abandonment rate and 32.4% increase in speed to answer.
Before joining Huron, David held healthcare transformation and physician enterprise roles at FTI Consulting. He also held strategy, business development, and ambulatory operations roles within Yale New Haven Health and Northeast Medical Group, giving him experience from both the consulting and health system perspectives.
David earned a Master of Business Administration in healthcare management from Quinnipiac University and a Bachelor of Arts in healthcare administration from Stonehill College. He is a Project Management Professional (PMP) and Certified Medical Practice Executive (CMPE).
David is an active member of the American College of Healthcare Executives, Medical Group Management Association, and Project Management Institute.