CHIEF EXECUTIVE OFFICER
OPERATIONS & GENERAL MANAGEMENT | ORGANIZATIONAL DESIGN & DEVELOPMENT
+Accomplished, transformative Chief Executive Officer with extensive experience directing the planning, development and implementation of revenue-generating initiatives across enterprise. Directed strategic integration of Human Resources, Finance, Business Office, Facilities Management, Logistics, Environmental Management, Public Safety and Security, Public Affairs and Marketing, Education, Information Technology, Contracting, and Corporate Compliance to strengthen infrastructure and maximize operational efficiency.
+Strong history of revenue growth, competitive positioning and leading quality that commands respect and delivers extraordinary results in performance improvement, patient safety, labor management, and community relations.
+Award-winning director and financial management expert skilled in identifying and mitigating waste, decreasing budget deficits, increasing performance rankings, as well as meeting and far exceeding aggressive performance goals.
"Increased staff satisfaction by 50% while also increasing customer satisfaction by 54%"
"Formulated and implemented policies and procedures that significantly decreased morbidity and mortality by 62%"
"Mitigated budget deficits of $17 million in FY 2010, $21 million in FY 2012, $11 million in FY 2013 and $19 million in FY 2014"
Recruited to orchestrate strategic transformation and turnaround of a failing 300 bed acute care hospital. Conceptualized and spearheaded restructuring and re-engineering initiatives that propelled the company toward operational success.
•Surpassed Board expectations and restored the organization to its first passing performance scorecard in six years. Achieved performance in the top ten percent of the health care system's 153 hospitals in four performance metrics.
•Galvanized 1,500 employees at two campuses and four geographically dispersed rural clinics and aligned a $265 million budget to improve quality, enhance service delivery, and tailor the products and services portfolio to meet customer needs.
•Crafted the corporate vision and hired, developed and guided the hospital's four Chief Executives and their 22 Service Line Executives and five major Program Directors in designing a new strategic path and in re-engineering Primary Care and Specialty Care, Acute Medicine and Surgery, Emergency Department, Outpatient and Inpatient Mental Health, Outpatient and Inpatient Rehabilitation, and Long-Term Care programs.
•Mitigated budget deficits of $21 million in FY 2012, $11 million in FY 2013, $19 million in FY 2014 and reduced clinical cost per patient by 9% and total costs by 3% (equivalent to $7 million).
•Boosted annual customer volume by 19%, generating 67,000 additional patient visits and $24 million in revenue.
•Drastically slashed the time required to obtain a Primary Care Clinic appointment by 31 days, Specialty Clinic by 36 days and Mental Health Clinic by 37 days by restructuring clinical services.
•Increased hospital staff productivity by 21% (the equivalent of $19 million in salary costs) through strengthened accountability and reduced rework.
•Captured $2 million in non-productive salary costs by returning 55 employees on medically unwarranted workplace adjustment to full duty. Strategically avoided $10 million in additional salary costs by eliminating 104 non-essential positions.
•Advanced Employee Satisfaction Survey results by more than 50% and reduced the physician turnover rate from 17% to 9%.
•Successfully led the hospital through a Joint Commission survey, two Office of Inspector General (OIG) Assessments, two Commission on Accreditation of Rehabilitation Facilities (CARF) surveys, two Long Term Care Institute surveys, and several other external reviews; the hospital received no major findings.
Took control of all phases of a $166 million hospital budget; led, coached and supervised nine administrative Service Line Executives; and created seamless clinical and administrative operations for a 400 bed hospital with 1,100 employees.
Selected to replace a terminated manager and accepted the challenge of restructuring a very fast paced Service Line consisting of Primary Care Clinics, Emergency Department, Hospitalist Program, Occupational Health Program, Combat Veterans Clinic, a rural clinic, 83 interdisciplinary employees and a $23 million budget. Directly supervised a staff of physicians, nurse practitioners, physician assistants, nurses, clinical pharmacists, social workers and clinical dieticians.
Sought out and hired to improve staff utilization and workplace psychological safety in a 1,400 employee hospital plagued by low staff morale and declining clinical quality.
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