Post Job Free

Resume

Sign in

Life sciences, healthcare, Venture Capital and Private Equity

Location:
Ann Arbor, MI
Posted:
November 01, 2018

Contact this candidate

Resume:

Svetlana Dembitskaya **** Charter Place, Ann Arbor MI, 48105

734-***-****

acthsi@r.postjobfree.com

SUMMARY

Results focused healthcare executive with broad experience across academic and non-academic Medical Systems and Clinically Integrated Networks. Highly skilled at integrated delivery systems, designing strategic platforms, developing leadership and championing culture change, spearheading hospital turnarounds and growth, and building solid physician partnerships. Experience in Accountable Care Organizations and population health management. Expert in Joint Commission, state, and federal guidelines, regulations and standards. Known for high integrity, passion for service excellence, drive for results, ingenuity, and people development. Active community involvement. Excellent interpersonal and collaborative skills with medical staff, board members, employees and community.

EXPERTISE INCLUDES:

• Board Relations/Governance

• Strategic/Business Planning

• Clinical Integration/Integrated

Delivery Systems

• Accountable Care Organizations

• Population Health Management

• Mergers and Acquisitions

• Performance/Process Improvement

• Lean/Six Sigma

• Physician Employment/Relations

• PHO Contracting & Alignment

• Managed Care/Value Based Agreements

• Risk Management, Compliance

• Service excellence Culture and Results

• Foundation and Fund Development

• Studer Group Training in Service

Excellence

• Financial Planning/Turnarounds

• Financial Reporting/Internal Controls

• Financial & Clinical Information System

EDUCATION

UNIVERSITY OF MICHIGAN ROSS SCHOOL OF BUSINESS Ann Arbor, Michigan Master of Business Administration, 2010

MOSCOW AVIATION INSTITUTE Moscow, Russia

Bachelor and Master of Aerospace Engineering/Life Sciences, 1993 PROFESSIONAL EXPERIENCE

2017 – present Ann Arbor, Michigan

Board Member/Consultant

Consult US- and Asia-based health systems, hospitals, Clinically Integrated Networks, physician practice groups and healthcare related organizations on a wide range of topics, including but not limited to strategic development, clinical integration and optimization, innovative care delivery models, service lines structure and governance, margin enhancement, performance and process improvement, physician recruitment, compensation and alignment, etc. Clients include Harvard Medical School based Teaching Hospitals; Apollo Health Hospitals - present in 120 countries around the world; Narayana Health – includes 31 hospitals in 19 locations in India, broader Asia and Middle East; Medanta Hospitals, etc.

Consult healthcare and life sciences oriented Private Equity groups, Venture Capital companies and Hedge Funds on a range of technological innovations, healthcare delivery models and revenue optimization mechanisms.

2014-2016

METRO HEALTH SYSTEM Grand Rapids, Michigan

Acute-care osteopathic teaching integrated health system, serving more than 500,000 residents in West Michigan. It includes a 208-bed acute care teaching hospital, ~600 primary and specialty care physicians, 2 ambulatory surgery centers, over 15 ambulatory practices, several affiliated community health centers and the Foundation. It generates more than $1B in gross revenue and is the leader for Pennant Health Alliance, a five-partner clinical network, including the University of Michigan Health System, Mercy Health, Mary Free Bed Rehabilitation Hospital, and Carson City Hospital, serving 3.8 million residents in 43 counties in Michigan. The network includes 13 hospitals, ~4,000 physicians and more than 100 ambulatory surgical centers and practices. It handles 107,000 inpatient admissions, 381,000 ER visits and ~ 70,000 outpatient surgeries a year and generates $3.7B in net revenue. Reason for leaving: Metro Health was acquired by Community Health Systems and re-structured.

Chief Operating Officer

Led transformation to a clinical delivery enterprise that succeeds in the new value-based healthcare environment, where culture, quality, outcomes and cost-effectiveness define performance.

Accelerated organization’s clinical and financial integration by developing system wide service line based operational structure. Instituted a formal process for service line management.

Played a key leadership role in identifying physician groups for potential integration with Metro Health.

Co-led contract negotiations with existing and potential physician groups. Renegotiated several physician contracts including the Hospitalist group, Anesthesiology, Pathology, Ambulatory and ICU pulmonary medicine, Oncology, Cardiology, Neurosurgery, and multiple physician employment agreements.

Co-led transformational initiatives to align the system’s 600 member medical staff to enhance clinical outcomes, improve patient safety, establish organization-wide best practices, improve cost-effectiveness and prepare the organization for value based contracting and reimbursement.

Played a key leadership role in population-based contract negotiations with regional and national health plans

– BCN, Priority Health, Medicaid, etc. and purchasers of healthcare services.

Changed organizational strategy to focused development of service lines with the greatest growth potential: Cardiovascular, Cancer, Trauma, Orthopedics, Emergency and Primary Care and Women’s Health.

Achieved 10% to 30% growth in key strategic service lines – Cardiovascular, Orthopedics, Wound Care, Pediatric and Women’s Health. Advanced Trauma program to level II.

Provided leadership to developing clinical destinations and nationally recognized Centers of Excellence in Cardiovascular, Orthopedics, Emergency Care, Wound Care, Spine and Neuroscience, Primary Care and Women’s Health.

Secured some of the most prestigious awards for excellence in patient care: two Health Stream Awards of Excellence, including HCAHPS Overall Inpatient Experience; Excellence in Patient Care Award from the Studer Group for receiving results with an “Overall Rating of 9 or 10” on the HCAHPS patient survey; Performance Excellence, Achievement and Knowledge Award from VHA for sustained excellent performance in the Patient Experience Category; two Michigan Peer Review Organization Governor’s Awards for outstanding achievement in reducing healthcare-associated infections and for outstanding inpatient clinical achievement in the acute care hospital setting

Worked collaboratively with the leadership team to establish the Process Improvement Office and promote LEAN culture in the organization. Initiated more than 50 system wide LEAN and Six Sigma initiatives focusing on clinical integration, operational effectiveness and cost restructuring.

Led multiple committees developing market share retention and growth strategies, including Primary Care base expansion, reduction in referral leakage, enhancement of physician referral patterns and expansion of services and accreditations.

Provided leadership in a disciplined way to consolidate health system’s strategic operational objectives with a financial discipline leading to an estimated 2%-3% EBITA and operating margin improvement in 2015.

Promoted sustainability programs earning an Environmental Leadership Circle award for the organization, one of only 25 health systems nationwide to receive the award in 2014.

2012 - 2013

MOUNT SINAI HEALTH SYSTEM New York, New York

One of the largest integrated academic health systems in the United States. It includes the Mount Sinai Medical School, 7 acute care teaching hospitals with 3,571 beds, ~6,600 primary and specialty care physicians, 138 operating rooms, 12 free-standing ambulatory surgery centers, over 45 ambulatory practices throughout the five boroughs of New York City, Westchester, and Long Island, as well as 31 affiliated community health centers. It handles over 177,000 inpatient and 2,600,000 outpatient admissions a year and ~500,000 ED visits. The system employs more than 40,000 physicians, staff, students and trainees and has an operating budget of $7.8B a year. Reason for leaving: family medical emergency; had to move to Michigan. Chief Administrative Officer/Chief Operating Officer, Medicine

Worked collaboratively with the leadership team and Board of Directors to develop a 5-year strategic plan for an integrated tertiary medical center with Mount Sinai Medical School-affiliated graduate medical education programs.

Played a key role in JV negotiations with Continuum Health, a 3.8B system with the four NYC-based hospitals, more than 30 ambulatory sites throughout the five boroughs of New York City, Westchester, and Long Island, as well as more than 20 affiliated community health centers.

Led pre and post Continuum Health acquisition clinical integration and transformation of Medicine-based Divisions/Institutes/Service Lines, focusing on patient safety, value creation and operational effectiveness.

Played a key leadership role in establishing a Continued Care service line by establishing a Visiting Doctors program and partnering with a large and diverse group of community based health, wellness, senior and palliative care providers.

Provided leadership to enhance clinical and operational efficiency by adoption of best practices, standardization of clinical protocols, setting the standards and processes for high risk population care coordination, improving quality access at patient and population levels, implementing case management focus to reduce length of stay and improve clinical documentation, promoting appropriate utilization of services and supply.

Played a key leadership role in the pioneer ACO application and Shared Savings ACO implementation.

In collaboration with the leadership team, worked on identification of physician groups for potential integration with Mount Sinai. Played a key role in expanding primary and specialty care networks to 6,600 physicians.

Led the shift to productivity and quality based compensation structure for medical staff.

Provided leadership in value-based and population-based contract negotiations with health plans – HMOs, PPOs, Workers Compensation Carriers, Medicaid, etc and purchasers of health services.

Co-led negotiations and contract development for preferred provider agreements with several large employers in the Metropolitan NYC area.

Chaired Growth Committee developing strategies to reduce referral leakage, enhance physician referral patterns and oversee system wide growth strategies. Achieved more than 30% market share growth in some of the key service lines, including Cardiovascular, Primary Care, Women’s Health, Home and Long-turn Care, etc.

Turned around organization from sustaining losses of $10M in 2012 to achieving profits of over $12M in 2013, by initiating management strategies to contain costs and increase productivity and revenue.

Recognized as Top 25 Best Academic Medical Centers by US News and World Report, Truven Health and Thomson Reuters in 2012 and 2013.

2011 - 2012

BETH ISRAEL DEACONESS MEDICAL CENTER Boston, Massachusetts

Harvard Medical School based teaching health system. Comprised of Beth Israel Deaconess Medical Center and 8 acute care community hospitals with a total number of beds exceeding 2,000 and 3 affiliated physician groups, including approximately 800 Harvard Medical Faculty Physicians (HMFP), with a total number of affiliated physicians exceeding 3,000. Overall, it’s a community of more than 34,000 physicians, staff, students and trainees and an operating budget of $4.5B a year. Reason for leaving: a new CEO restructured the organization.

Executive Director, CardioVascular Institute

Worked collaboratively with leadership team and Board of Directors to develop a 5-year strategic plan for an integrated tertiary medical system with mature teaching pragmas and Harvard Medical School-affiliated graduate medical education program.

Played a key leadership role in expanding BIDMC from a two-hospital system to an eight-hospital system. Provided leadership in business plan development and negotiations for hospital acquisitions.

Led clinical integration of Cardiovascular Service Line throughout the continuum of health system.

Co-led the shift in corporate culture to LEAN, promoting teamwork, collaborative environment, greater integration and optimization in a Physician-Hospital Organization.

Invested $250 million in new facilities and new technology, built 4 Cath Labs and 2 Hybrid Rooms, launched new clinical programs – LVAD, Core Valve, Structured Heart, etc, positioning BIDMC for strategic growth.

Worked collaboratively with the leadership team to expand Affiliated Multispecialty and Primary Care Physician Networks to 2.200 and 400 respectively.

Successfully acquired and integrated several private cardiology and vascular businesses in the New England area, increasing cardiovascular market share by 15%.

Played a key leadership role in the pioneer ACO application and Shared Savings ACO implementation.

Worked collaboratively with the leadership team to renegotiate physician contracts, restructure physician compensation and incentive programs.

Implemented technology enhancements for patient safety and quality, including, but not limited, to bedside medication verification, automated medication dispensing, and electronic occurrence reporting system.

Launched several international programs in Italy, Russia, China, India and Ghana. Established several joint ventures, including Second Opinion from Harvard with Russian Ministry of Health.

Recognized as Top 50 Cardiovascular Hospital by US News and World Report, Thomson Reuters, Truven Health and Leapfrog Group in 2011 and 2012.

Received 2012 American Heart Association Silver Achievement Award for achieving at least 12 consecutive months of 85 percent or higher adherence to all Get With The Guidelines Stroke Achievement indictations to improve quality of patient care and outcomes.

Consistently achieved physician satisfaction scores near 95th percentile and overall patient satisfaction above 85th percentile as measured by Press Ganey.

Played a key leadership role in developing contracts with Italian Government and creating business plans for building state-of-the-art CardioVascular and Cancer Hospitals in Rome, Italy. Total amount of contracts exceeded $2B Euro.

2003 – 2010

UNIVERSITY OF MICHIGAN HEALTH SYSTEM Ann Arbor, Michigan

University of Michigan based integrated health system. It is comprised of 3 acute care teaching hospitals, 40 outpatient locations with more than 120 clinics, and extensive home care operation. Handles ~1.9 million visits, more than 45,000 hospital stays in 990 beds. It’s a community of more than 26,000 faculty and staff and an operating budget of $3.3B per year. Reason for leaving: Completed an Executive MBA program at University of Michigan Ross Business School; career advancement.

Division of Nephrology/Transplant Nephrology, May 2006 - 2010

Chief Administrative Officer/Operating Officer

Worked collaboratively with leadership to develop a 3-year strategic plan for transforming the Division into the Comprehensive Kidney Center by consolidating clinical, research, teaching and global outreach programs.

Played a key leadership role in JV negotiations with Renal Research Institute and Fresenius to form a Michigan Dialysis Corporation – one of the largest chronic dialysis providers in the Mid-West.

Launched several new clinical programs, including Access Clinic, Infusion Center, Interventional Nephrology Unit and Outreach Pre-transplant Evaluation Clinic.

Worked collaboratively with the leadership team to expand the kidney transplant program to one of the nation’s largest (260 transplants/year) and best based on quality and patient safety outcomes. Svetlana Dembitskaya acthsi@r.postjobfree.com 734/604-1284 p. 5

Launched several international programs in China, Taiwan, Germany, Panama, Brazil, Ghana and British Virgin Islands.

Designed and executed acquisitions and integrations of BVI Dialysis Services, Apollo CKD program as well as several spin-offs, joint ventures, and entry into emerging markets.

Recognized as Top 25 Nephrology Hospitals by US News and World Report, Truven Health and Thomson Reuters in 2008, 2009, 2010, 2011 and 2012 for the balanced performance in quality, extended outcomes, efficiency, financial stability and patient perception of care.

Turned around organization from sustaining losses of $585K in FY07 to achieving profits of over $2M in 2009, by initiating management strategies to contain costs and increase productivity. Cost per adjusted day gradually decreased year after year. Research programs productivity increased by 20%-25% per year.

Geriatrics Center, 2003 – 2006

Director of Finance and Operations

Provided leadership in a turnaround in financial operating performance of $12 million in a one-year period.

Played a key leadership role in establishing a Continued Care service line by partnering with Mid-West based Senior and Long-term care providers, including Turner Clinic, Hope Clinic, Glazier Hills and several others and integrating a large, diverse group of programs and services. Played a key role in defining and implementing sustainable financial and care delivery models.

Worked with leadership to establish a Home Health and Hospice service line – a collaborative consortium of Geriatrics Center and community based home health and hospice agencies. Played a key leadership role in JV negotiations with Arbor Hospice.

Successfully completed 3 years of financial reporting with zero audit adjustments. Reduced the month-end processing and reporting from 30 to 10 workdays.

Transformed fiscal services into a team-oriented service mentality. Worked with operational leadership to balance quality, patient satisfaction, safety, and fiscal responsibility. 1999 - 2002

ARTANN Laboratories Princeton, New Jersey

COO and CFO

Developed and executed a comprehensive strategy for maximizing the value of the company’s core ultrasound- based technology platform by expanding its application from one industry, health care, to multiple industries - aerospace, healthcare and bio-medical, and from one disease diagnosis, breast cancer, to multiple diseases – breast, prostate, skin cancers and osteoporosis.

Led the organization through R&D, Technology Validation and Regulatory Approval for all product lines.

Provided oversight of all clinical trials. Advanced two portable breast and prostate cancer diagnostic devices to phase II clinical trials.

Build a highly functional team and developed a supporting result-oriented culture in the organization.

Established corporate and clinical relations with major US and international healthcare systems, research institutions, industry and Venture Capital.

Raised $5M in Venture Capital and $4M in SBIR/STTR grants.

Provided full oversight of company’s financial system and operations, totaling $20M in annual expenditures. 1988 - 1996

MOSCOW AVIATION INSTITUTE Moscow, Russia

Engineer I/II

Developed life support systems for space- and aircrafts, including oxygen, heat and air conditioning systems.

Participated in the heat system development for the space station “Mir”.

Planned research programs, led mathematical modeling, experimental systems design, simulation and computational modeling for solving problems related to air-/spacecraft safety and performance.

Participated in bio-medical pre- and post- space flight research programs aimed at improving safety and physical and emotional well-being of astronauts during space flights.

Designed space suits for the on-board and outer space ware.

Designed common use life support systems for spaceships such as showers, bathrooms, bedrooms, exercise rooms, etc

Planned research programs and led experimental systems design for sustainable on-board food and water production systems during space flights as well as renewable energy.

PROFESSIONAL AFFILIATIONS

Member of the American College for Healthcare Executives

Member of the LEAN Institute

Member of the USA Hockey League

Member of the Skydiving Federation of Russia

OUTSIDE INTERESTS

Family, opera, reading, skydiving, ice hockey, travel and outdoor activities



Contact this candidate