David Ochoa

WORK HISTORY

EDUCATION

SKILLS

ABOUT DAVID OCHOA

I have built my career in situations where the numbers were not the only problem.The real challenges were usually bigger, such as a finance function that needed more structure, a reporting process people no longer trusted, a close cycle that took too long, a team that needed rebuilding, or an organization growing faster than its accounting infrastructure could support. That is the kind of work I have repeatedly stepped into, and it has shaped the way I lead.My background spans finance operations, controllership, and accounting transformation across large, complex healthcare environments. Over time, I have taken on broader ownership across practice and MSO accounting, revenue recognition, budgeting, cash forecasting, integrations, and operational finance support. That progression has included leading work across $1B+ in gross revenue, building a budgeting structure around a $400M+ expense base, supporting acquisitions, and helping organizations through operational change without losing financial control.A big part of my work has been making finance more usable. Not just more accurate, but more useful.That has meant redesigning revenue recognition, improving reporting cadence, shortening close from 15+ days to 7 and then to 5, rebuilding confidence in financial reporting, and putting better processes around things like physician compensation, drug costing, inventory, accounts payable, and service-line visibility. I have also led teams through growth and change, from rebuilding accounting and AP functions after disruption to scaling the structure to support a broader finance partnership.What I bring is not just technical accounting knowledge, though that foundation matters. It is the ability to step into complexity, get to the root of what is not working, and build something more stable, scalable, and decision-useful in its place.I work well with executives, operators, physicians, and finance teams because I tend to approach problems practically, understand the moving parts, clean up what needs fixing, and create a structure that can hold.That mindset has opened the door to work across acquisitions, ERP transition, process redesign, and finance-led operational improvement. It is also what continues to motivate me most “helping organizations run better because the finance function is stronger, clearer, and more trusted than it was before”.#FinanceLeadership #AccountingOperations #RevenueRecognition #HealthcareFinance #ProcessImprovement