HEALTHCARE EXECUTIVE
Accomplished hospital executive with extensive for profit and not for profit experience. Outcomes-driven professional who continuously identifies opportunities to improve financial gains while preserving quality. Successful record of accomplishment by creatively developing and managing projects to enhance organizational effectiveness and efficiency. Recognized for ability to build and nurture collaborative relationships to develop business and efficiently achieve organizational goals.
„X Organizational Leadership „X Financial Management
„X Board Development „X Service Excellence/Communication
„X Staff/Program Development „X Change Management
PROFESSIONAL EXPERIENCE
KINDRED HOSPITAL OCALA, Ocala, FL 4/2010-Present
Chief Executive Officer
Responsible for planning, managing, directing, and coordinating the overall operation of a 31 bed LTAC hospital. Provide leadership to ensure attainment of short and long range strategic objectives and the delivery of quality, economical health care services. (For Profit)
„X Through strategic physician recruitment, alignment and development increased medical staff by 35% in two years and net income by 220%.
„X Achieved Top Performing Hospital (out of 121 facilities) within Kindred Hospital Division for 2011. Balance Scorecard used to measure over 35 metrics for each facility in the areas of People, Quality and Service, Growth, Efficiency, Capital and Organizational Excellence.
„X Through strategic initiatives and implementation of the Quality Through People Program, created an environment that encourages the recruitment and retention of qualified hospital employees. Reduced employee turnover from a five year average of 39% to 7% in two years.
„X Provide leadership to hospital managers, directors and officers that create ownership of goals, and encourages active participation in decisions that impact the hospital.
AVERA MILBANK AREA HOSPITAL, Milbank, SD
4/2007-4/2010
Chief Executive Officer
Directed all operations for a 25 bed hospital and two satellite clinics. Managed and oversaw operating and capital budgets and 100+ FTEs. Accountability for all hospital operations to include quality, budgeting, physician relations, business development, and strategic planning. (Not For Profit)
„X Significantly improved bottom line by identifying and implementing several service opportunities which resulted in an increase in operating margin of 4.2% in FY07 to 13.7% in FY08 and 14.7% in FY09.
„X Improved outpatient volumes by 22% within first two years.
„X Implemented a nursing shared governance model within first three months of hire which lead to significant improvement in patient satisfaction scores. Met or exceeded the 90th percentile nationally 5 of 8 quarters in ED patient satisfaction and 4 of 8 quarters in inpatient satisfaction.
„X Lead development and successful implementation of hospital¡¦s orthopedic program through recruitment of new surgeon and development of orthopedic joint program.
„X Piloted plan and successful development of e-Emergency and e-ICU programs that advanced care for rural residents in NE South Dakota.
„X Increased full time medical staff by 40% within 15 months of hire.
„X Championed installation and turned around organization-wide resistance toward implementation of electronic medical record that significantly improved operating efficiencies while reducing costs.
„X Worked collaboratively with governing board, medical staff, and senior leadership in developing and implementing strategic planning initiatives.
GOOD SAMARITAN HOSPITAL, Kearney, NE
9/2005-4/2007
Operations Manager-Perioperative Services
Managed the operations of 130 clinical professionals and $7.8 million operating budget. Managed Perioperative Services, encompassing ten operating rooms, 2 procedure rooms, 9-bed post anesthesia care unit, pre op unit, 10 bed one-day surgical unit, anesthesia services and sterile processing department. 287 bed hospital. (Not For Profit)
„X Organized and oversaw the purchase of a $1.5 million initiative for upgrading neurosurgical equipment. Through extensive research and negotiations was able to save hospital over $500,000.
„X Served as Interim Director for 6 months.
„X Led a collaborative effort with physicians, staff and multiple vendors to coordinate the successful implementation of laser TURP procedures at the facility, which grew revenue, increased census and provided the best technology to enhance patient care.<...
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