HEALTHCARE SYSTEM CHIEF EXECUTIVE  OFFICER

• Transformational Leadership
• Physician Engagement/Alignment
• Building Cultures of Clinical Quality
• Innovation/Change Management
• Programmatic Growth
• Cost Reduction/Revenue Growth
• Population Health Management
• Vision/Strategy/Action
• Joint Ventures/Business Partnerships
• Building High Performing Teams
• Mergers/Acquisitions/Affiliations
• Reengineering/Process Improvement

   

  PROFESSIONAL  EXPERIENCE

  MERCY MEDICAL CENTER,. Canton, OH

  July, 2017- Present

  A 476-bed,acute care hospital with a Level II Trauma Center, a robust cardiovascular program and multiple outpatient centers serving 150,000 residents in Northeast Ohio. There are 600 physicians on the medical staff and 2,500 employees supporting the network. There is also an employed medical group with 65 physicians. Mercy Medical Center is a ministry of the Sisters of Charity Health System.

   

  President & Chief Executive Officer, October, 2018-Present

• Increased operating EBITDA by $25 million between October, 2017 and October, 2018.
• Advanced the CMS Quality Rating from 3 to 5 stars.
• Improved employee engagement from 40 to 72%.
• Increased market share by two percentage points.
• Advanced the Leapfrog score from C to A

   

  Interim President & Chief Executive Officer, July, 2017-October, 2018

• Reorganized the leadership team and redesigned the clinical quality infrastructure.
• Developing and implementing a comprehensive performance improvement plan to erase a $22 million operating loss on net revenue of $330 million.
  
  

• Insure a smooth leadership transition for the medical staff and community of the Springfield Region.
• Continue legislative advocacy activities, leveraging longstanding personal ties at the state level.

• Also served as a Senior Vice President of Mercy Health, one of the top 10 health systems in America and was CEO of the Springfield Regional Medical Group. Chaired the system's Operations Advisory Council and served as a member of the Mercy Health Advocacy Committee.
• Delivered 15.5% EBITDA in FY14, an outstanding financial result.
• The overall mortality rate at CMHP was in the lowest 10% in the country.
• The Emergency Department had the highest volume and was the most improved in the Mercy system, with door- to-provider time of 11 minutes and excellent scores in total length of stay and patient satisfaction.
• Built a high-performance leadership team, including a CFO, CNO and Directors for Quality, the OR and the ER.
• Two of the four SEIU bargaining groups in place in 2013 were decertified.
• Brought in new physician groups in Emergency Services, Anesthesia and Radiology.

   

  Mercy Health, Cincinnati, OH

  President-Mercy Health Select, July, 2011 - December, 2012

  Mercy Health Select was one of the first Accountable Care Organizations in America, the only ACO in Cincinnati and was named as "One of the Top 100 ACO's to Know",by Becker's Hospital Review.

• Grew covered lives to 23,000 in the first year of operation.
• Selected to participate in the Medicare Shared Savings Program in July, 2012.

   

  Mercy Hospital -Mt. Airy, Cincinnati, OH

  President & Chief Executive Officer, 2006 -June, 2011

  Mercy Hospital - Mt.Airy was a.full-service not-for-profit hospital with 160 operating beds, 682 employees and strong programs in orthopedic, outpatient and emergency services.

• Became CEO with 100% physician support after almost 2 years of interim management and financial instability.
• Built a new,high-performing team of senior executives, including Vice Presidents of Nursing and Operations and Directors of Quality, Imaging and Surgery and a Site Finance Director. At the same time, reduced overall hospital employee turnover from 27% to 12%.
• Improved operating EBITDA by $5.5 million over 4 years and reduced nursing agency expense by $900,000 per month in the first 12 months. Operating margin improved by $7.3 million.
• Increased quality of care and physician engagement through a variety of measures, including:monthly Patient Safety Walk Rounds; an Employee Council to identify quick fix ideas; and a Balanced Scorecard approach.
• Because of the above actions, "physician satisfaction with administration" moved from the 28th percentile before 2006 to the 94th percentile in 2010; overall physician satisfaction scores increased from the 3rd to the 79th percentile, the largest increase in the system. The hospital attained top quartile for 100% of Acute Care Measures.
• The Emergency Department was recognized by Thompson Reuters as being in the Top 5% of all such departments in the country, based on quality measures.
• Increased Employee Satisfaction significantly, as measured by Gallup Engagement Scores, which improved for 3 straight years. Mt. Airy led the system in participation rate with over 80% participation each year. "Direct Report Work Group" engagement scores were in the top quartile nationally.
• Launched the Human Motion Institute at Mt. Airy Campus, resulting in increased volume, improved quality and patient satisfaction. In 2008, United Health designated the Institute a Premium Joint Replacement Specialty Center and Anthem Blue Cross recognized it as a Center of Excellence for Total Joint Replacements.
• Opened new markets and increased admissions by developing Primary Care Centers with employed physicians.
• Reduced CHF readmission rates from 24% to 16%, making it a regional Best Practice.

Mercy Medical Associates (MMA) Cincinnati, OH

Vice President, Group Practice Operations and Physician Services, 1998 -2006

Mercy Medical was a 40-physician organization with $12 million in revenues, 207 employees and 14 operating sites throughout Greater Cincinnati. In 2001, the group was responsible for over $100 million of gross hospital revenue. MMA was one of the few hospital-sponsored networks in the country to be surveyed and accredited by JCAHO.

• Directed all operations and resolved hospital operational issues with physician liaisons and hospital management.
• Grew patient volume 25% through strategies designed to empower and motivate physicians.
• Captured over $1 million in cost savings through an aggressive efficiency program that included restructuring of physician compensation, reassessment of staffing, renegotiation of leases and consolidation of offices.

   

  Mercy Health Partners, Cincinnati, OH

  Regional Director Physician Services/ President, Physician-Hospital Organization 1996 - 1998

• Created a region-wide physician recruitment plan and a physician relation program.
• Orchestrated the consolidation of 4 Physician Hospital Organizations into 1 integrated group; hired key staff and directed operations; and developed contract review criteria and secured 12 new contracts.

   

  CLERMONT MERCY  HOSPITAL,  Batavia, OH

  Vice President, 1985 - 1995

  Clermont Mercy was a 57-bed,faith-based acute care hospital with revenues of $50 million. It was 1 of only 6 hospitals in Greater Cincinnati to increase market share between 1985 and 1995.

• Served as the principal liaison with the community and outside organizations, building visibility, establishing a positive image and garnering goodwill during a period of significant growth.
• Managed Medical Staff Services, Public Relations, Occupational Health Services and the Foundation.
• Grew hospital revenues by over $5 million per year through a unique joint venture with city and county governments to develop a 6,000-square foot, multi-service Medical Practice site that also grew market share.

• Led the development of a 20,000-square foot Medical Office Complex and secured 100% occupancy before completion, including a unique partnership with Cincinnati Children's Hospital Medical Center.

• Recruited 11 full-time physicians, resulting in over $4 million in new revenue within 2 years.

   

  GOOD SAMARITAN MEDICAL CENTER, Zanesville, OH

  Director of Marketing, 1983 - 1985

  Good Samaritan was a 500-bed, not-for-profit, acute care hospital.

• Created strategic business plans for Obstetrics, Emergency Department and other key business lines.
• Designed and implemented a DRG education program for hospital operations.
• Directed the development of the $30 million, Bo-bed, freestanding American Hospital of Rehabilitation in Edgewood, Kentucky, still the only hospital of its kind in Greater Cincinnati.

   

  Administrative Resident, 1983

• Completed an 8-month residency, working directly for the President of the medical center.