1. Enisa Sheppard
111 Hazelwood Crescent
Cambridge, ON,
N1R 8A4
Phone# (519)621-3432
QUALIFICATIONS SUMMARY
Finance leader with Masters ofEconomy and more than 9 years of comprehensive experience in
managing healthcare finance organizations, and partnering corporate finance functions
with enterprise-level strategies, initiatives, and objectives. Strategic analyst, forecaster,
and planner with proven risk assessment and sound decision-making background.
Consistently effective in optimizing capital, protecting assets, and ensuring strong
bottom-line performance. Goal-driven leader.
Conscientious and goal-driven management professional, with verifiable
accomplishments in business financial/operational management; in search of
professional advancement opportunities to promote skills, education, and experience.
Highly motivated; consistently drive tasks to successful completion and implement
strategic and collaborative operational initiatives enhancing financial performance and
company expansion. Show dominant efforts in cultivating unparalleled work ethic and
professionalism, as well as in sustaining exceptional professional character. Adept at
working in fast-paced and high-volume settings that require problem resolution and
business functions. Possess outstanding flexibility and resourcefulness coupled with the
capability to multi-task in a fast-paced environment without compromising service
quality Expert in maintaining long-term customer care and business relationships
utilizing strong managerial and leadership skills along with remarkable ability to plan
and organize work. Technically proficient with Microsoft Office, Excel,
CORE COMPETENCIES
Financial Analysis and Modeling
Cash Flow Analysis/Financial Reporting Budget Implementation and Cost Control
Contract Management
Budgeting and Forecasting
Continuous Process Improvement
Financial Markets and Investments
Resource Planning and Execution

2. CAREER PROGRESSION
Finance Manager, Health Science Centre, Tuzla, Bosnia and Herzegovina
Mar 2009- Feb 2015
Render direct supervision to financial success of Ambulatory, Central Supply,
Hemodialysis, Hyperbaric Medicine, Lab, GI, Oncology, and Pharmaceuticals valued at
$10M in gross charges annually. Manage hospital budget process of $30M in annual
gross charges. Coordinate and report hospital financial results at system close meeting
and for senior leadership committee. Educate financial analysts on developing financial
performance, understanding and creating staffing matrix, and presenting financial
information to senior leaders. Originate a cost per unit service based on the relative
expense value of the procedure being performed vs. standard % variances to budget
analysis.
Career Highlights:
- Significantly contributed to strategic pricing strategy which aligned price increase to
specific procedure to maximize reimbursement, generating $1M in additional
reimbursement
- Served as Interim Financial Director for six weeks, ensuring alignment of the entire
operations within established standards
- Instituted 3M cost savings that achieved $70K annual drug cost savings for the
organization
- Decreased supply expense by $1.1 million annually in coordination with value analysis
team
- Conducted hospital rental analysis that led to purchasing of multiple pieces of leased
equipment and $30K savings in annual spends
- Prepared and managed the Surgical and Gastrointestinal service line supply inventory
initiative to transition to a better inventory system, effectively screening $50K in supply
spend; enabled the department to charge based on usage and cost of the specific
supply, set re-order points, and monitor waste.
- Conceptualized and exacted contracting and pricing strategies with regard to physician
practices that drastically trimmed down cost to the organization of $1.5M a year
- Assisted in the implementation of productivity improvements for the hospital based on
National Benchmarks that reduced $1.2 M in salary expense
In chargeof overall financial arm of the physician practice entity with more than
350 total employees, 120 which are physicians. Directed >$11.5M in gross charges
budget. Direct reports included Financial Director. Held indirect / matrix reporting
relationship with other areas of revenue cycle, including billing, collections, AP/AR

3. reserves, accounting functions, and compliance. Report to corporaterevenue
department to assistin completing organizationalcost reportas it related to
physician areas. Provided financial supportfor ambulatory areas, including
satellite entities, free standing EDs, medical parks, and outsidemanaged hospital.
 Created and launched business intelligence tool to automate the reporting
and disseminating of monthly financial information to physician practices;
cut processing time from1 week for 2 staff to completion in seconds. Re-
assigned 2 employees to other needed areasin organizationandreducedsalary
expenseforphysicianpractices.
 Developed and instituted a formal process for tracking and eliminating
budget variances, which improved monthly financial results by almost
$500,000 for allphysician areas.
 Instrumentalin completing feasibility study associated with a managed
hospital to determine best means of funding a new hospital and helping
organization reach conclusion that best decision was to delay construction
until markets improved.
 Developed 4 budgets and provided all variance reporting and analyses;
organization made or exceeded budget all 4 years. Assisted with month-
end close to include reserves model, case-mix index and pay or mix
analyses, volumeand expense variances.
 Selected and launched tool to automate collection and dissemination of
data in budgeting process that cut one month off budget process,
eliminated numerous errors fromprior manualprocess, and proved to be a
great satisfier among managers in operational areas. Negotiated 50% cost
cut from$50K to $25K with vendor. Intended to be a short-termsolution

4. tool is still being used today (over 3 years later) becauseof its popularity,
ease of use,andaccuracy.
 Instituted a full update to costaccounting model, giving a more accurate
representation of cost and profitability to aid in decision-making and
creating a greater confidence indecision support.
 Completed all financial analyses as partof organization’s 3 year strategic
plan in FY 2010, as well as update that began in FY 2013. Plan was approved
by Board, implemented, and proven a successfulstrategy as Rex continues
to show strong bottom lines despite decreases in reimbursement and
increases in costs.
 Conducted financial analysis and assisted in preparing winning proposals
for Certificate of Need (CON) projects for equipment, acute care beds, a
suburban ambulatory carecenter for outpatient surgery, and a Cancer
Center.
 Developed Management Service Organization (MSO) modelto manage
physician practices; collaborated with functional areas to allow for
integrated reporting, payroll, accounting, etc. and offered same services
through MSO without adding staff.
Financial Analyst Dec 2008–Mar 2009- Health Science Centre, Tuzla, Bosnia and
Herzegovina.
Formed a variance analysis that could be used by all analysts to report monthly financial
variances of their specific product lines. Coached all associate analysts to gain
knowledge of web based financial statement (mostly income statements), leasing
contracts and terms, and cost/financial analysis. Broadened the knowledge of hospital
financial results and adherence to budget of new managers and supervisors.

5. Career Highlights:
- Drove efforts toward financial success of Ambulatory, Central Supply, Clinics,
Emergency Services, Hemodialysis, Hyperbaric Medicine, GI, and Surgical Services
totaling to $0.9M in gross charges on a yearly basis
- Constructed proformance for the Gastro Intestinal senior leadership team analyzing
the benefit of leasing vs. buying of a $0.6M equipment
- Led strategic execution of a financial analysis around the ICU outreach analysis
resulting in partnership with outlying hospitals that produced $2.1M in revenue for the
organization, along with the cost reductions in intensives compensation at Health
Science Centre
- Created and disseminated capital equipment purchasing reports to monitor and tract
contingency, clinical, and discretionary spending of $1.3M
- Minimized bad debit write offs by 3% or $650K by supporting hospital outpatient
department in a new point of service cash collection process
- Teamed up with the Vice President of Clinical Operations, Executive Director of
Hospice in establishing a staffing matrix; created a plan of action used to minimize
salary costs crucial in achieving budget goals
- Assessed and addressed reimbursement changes due to the Medicare Budget and
the impact to the annual branch revenue based on market basket adjustment and
predictions, in collaboration with Health Science Centre.
- Played a pivotal role in census and growth tracking of the hospice and home health
program
- Mentored and developed new clinical directors, home health managers, and
supervisors in understanding web management reports, web budgeting reporting, and
home-works applications
- Cultivated monthly interaction with hospice clinical director, branch managers, and
supervisors to efficiently assess web-based financials income statements, ensuring
compliance within budget constraints
- Provided keen oversight to Federal Register and communications from the National
Hospice and Palliative Care Organization to ensure up-to-date of various developments
in the fields of business, finance, and economic changes
EDUCATION
College for Economyand Marketing- Diploma (2) years- 2003,University of
Tuzla, Faculty of Economy,Bosnia and Herzegovina
Faculty of Economy-Degree,BA in Economy(4) years, University of East
Sarajevo, Bosnia and Herzegovina.

6. University of East Sarajevo, Faculty of Economy,Brcko, Bosnia and
Herzegovina- Master’s in Economy(International Strategic Alliances-
Marketing and Management)- 2014
REFERENCES
Upon request