About

At CleanSlate Centers, Adam was promoted from President, East Division to Chief Operating Officer in early 2019. He led the organization in executing its strategic plan, supported by a talented team. Under this leadership, CleanSlate expanded from 18 centers in 3 states to 79 centers in 10 states in just under three years.

During the pandemic, Adam and his team managed a rapid transition from in-person to fully remote telemedicine within 48 hours. They also decentralized various departments, focused on employee retention and recruitment, and implemented significant system upgrades, including a custom EMR, an overhauled RCM process, and a new unified communications platform.

Following an organizational restructure at end of year 2022, Adam took a short sabbatical before discovering fractional work as a compelling opportunity to leverage his extensive experience and contribute to the growth and success of various organizations.

He recently achieved certification in Lean Six Sigma, green belt and is currently working on the specialized Healthcare green belt.

• Provide consulting services for the inception and optimization of business operations
• Achieved Lean Six Sigma Certification, Green Belt, 09/24 | Healthcare Green Belt, in progress

• Collaborated with CEO to formulate and implement organizational vision and operations strategy
• Spearheaded growth – increasing treatment centers from 18 to 79 across 10 states
• Established KPI reporting system and dashboards, significantly enhancing scheduling efficiency and productivity contributing to an improvement from 73% to 92% medical model compliance
• Drove 180% increase in business visit volume while overseeing expansion of behavioral health services
• Restructured contact center operations, improving handle rates from 68% to 98% and reducing agent turnover by 49%
• Completed systemic integration of new EMR system coupled with provider training support, driving 31% growth in Revenue Per Visit
• Provided leadership and supervision to team of 8 direct reports and 650 indirect employees

• Implemented consistent practices across daily operations of eastern division, ensuring healthcare regulation compliance and championing cost-efficiency initiatives
• Boosted employee competencies, fostering an inclusive workplace culture resulting in 34% turnover reduction and 18% increase in clinician productivity
• Analyzed and interpreted national and local regulations, introduced training program that increased employee awareness and reduced compliance errors by 27%
• Directed inorganic expansion through de novo and acquisition growth strategies, expanding into 4 new states and existing footprint
• Heightened patient and provider engagement, managed key performance indicators (KPIs) to support data-driven decision-making

• Strategically directed, planned, and optimized operations across 61 facilities in the eastern division, resulting in 11% productivity boost and 53% improvement in missed appointments
• Supervised the transformation of the Acquisition Integration Team Program, scaling the team from 10 trainers to 125 internal integrative experts as the Acquisition and Integration Committee Chair (2011-2015)
• Directed the development of a comprehensive integration playbook, increasing seller satisfaction ratings by 100% and enhancing new staff morale by 45%
• Orchestrated a cross-functional team for a successful sales and client retention campaign, resulting in a 17% increase in visit volume
• Collaborated with governmental affairs and lobbying efforts to address Florida fee schedule increases, resulting in a $2.2M annualized EBITDA gain

• Directed operational activities for the Southeast Region, overseeing facilities in four states to align with strategic objectives and maintain high standards of patient care, efficiency, and financial performance
• Facilitated pricing analysis and adjustment initiative, yielding 8% rise in Revenue Per Visit and driving profitability
• Initiated succession plan, reducing turnover by 30% and achieving average center manager tenure of 7+ years
• Established partnership with Agency for Healthcare Administration Office in Florida to support acquisition processes – reducing timeline by over 30 days
• Identified growth opportunities, including acquisitions, and led initiatives to expand services and increase market presence as part of regional strategic planning
• Managed regional budget development and financial targets through effective P&L management, cost control, and resource allocation to ensure regulatory compliance
• Developed and enhanced standard operating procedures and best practices

• Supervised operational activities for multiple facilities in three states
• Ten management direct reports and 100 indirect
• Managed regional budget development and financial targets to achieve organizational goals

Southern Connecticut State University | New Haven, CT