Kari is an accomplished and visionary healthcare executive with a proven track record of delivering strong financial results, growing market share and driving operational efficiencies across diverse healthcare delivery systems. Kari is nationally renowned for her strategic leadership in developing financial and patient care models that enhance clinical outcomes and economic efficiency, and she is an active voice in the industry who frequently speaks on key healthcare finance topics. A genuine and authentic leader, she excels in forging strong relationships, shaping effective strategies and nurturing the next generation of leadership.

Professional Experience

Kari brings more than 25 years of senior healthcare finance leadership, including more than three years as Executive Vice President and Chief Financial Officer of one of the nation’s largest freestanding academic children’s hospitals. She also served for 22 years as Chief Financial Officer in an integrated regional delivery system offering a full continuum of care, including acute and tertiary services; Level II trauma care; kidney, pancreas and heart transplant programs; behavioral health; a freestanding women’s and newborn hospital with Level III neonatal intensive care; ambulatory surgery centers; outpatient imaging; and comprehensive home care services.

Skills and Focus Areas

Performance improvement
Health system turnaround
Revenue cycle optimization
Continuous improvement & operational excellence
Finance team assessment & development
Service line financial and operational assessment
Strategic financial planning

Professional Achievements

Transformed Phoenix Children’s Hospital from a standalone hospital to a comprehensive health system, increasing annual revenues to $1.3 billion
Led an effort to secure $290 million in new money bond financing and managed subsequent refinancings, achieving net present value savings exceeding $78 million
Developed strategic, operational and financial sustainability plans for facilities in breach of bond covenants, aligning turnaround efforts with regulatory and creditor expectations
Created a financial reopening plan for a closed, bankrupt hospital, securing state funding to support the relaunch of hospital and clinic operations
Directed multiple systemwide denial management projects, including a multi-hospital initiative addressing more than $240 million in claim denials. Efforts included root cause and financial analysis, transparent data sharing, leadership education and breakdown of silos between clinical and revenue cycle teams to improve workflows.