Tim Bogardus

**** ******** ● Brentwood, TN ****7 ● actl05@r.postjobfree.com ●Cell 615-***-****)

** ***** ** ********* *** multi-facility management in the health care industry

I have managed multiple facilities in multiple states for over 10 years. With all of these centers, I had complete P&L responsibility and managed all aspects of the operations of each center. I always strived to enhance revenue and manage expenses for every center I managed. The most significant reason my centers were successful was the formation and implementation of a solid business plan and budget.

KEY ACCOMPLISHMENTS

1.Driving the Bottom Line: On three occasions I was able to take an unprofitable center and make it profitable in 12-14 months. With these three centers, the strategic initiatives that I implemented resulted in a cumulative 124% increase in EBITDA.

2.Customer Service Focus: Increased employee satisfaction by 15%, increased patient satisfaction 5%, and physician satisfaction by 11% over a 12-month period through measures I designed and implemented in each area.

3.Achieving Operational Efficiencies: Throughout my career I have successfully opened 12 surgery centers. I was responsible for managing all aspects of the projection from construction, to opening.

4.Enhancing Revenue: On numerous occasions I was successful in renegotiating managed care contracts for my centers resulting in as much as a 15% increase in net revenue.

5.A Natural Leader: It has always been my goal to accept responsibility for the growth of all of the people who report to me directly. Many of my former direct reports have gone on to become vice presidents or have been able to make the next step in their career goals. This is a direct result of the individual “growth plans” that I helped them formulate and subsequently implement while they reported to me.

CORE COMPETENCIES

Strategic Planning and Implementation

Multi Site Operations

Optimizing Fiscal and Operational Performance

Budgeting

Team Building

Physician Practice Management

Experienced in leading governing boards

Mergers and Acquisitions

Managed Care Contract Negotiations

De Novo Project Management

Revenue Cycle Expertise

P&L Responsibility

PROFESSIONAL EXPERIENCE

Regent Surgical Health, (based out of Brentwood, TN) April 2013-October 2015

Regent Surgical Health is one of the premiere ambulatory surgery center development and management companies in the country. Its headquarters are Westchester, IL.

Senior Vice President of Operations

Recruited to bring operational efficiencies to all surgery centers in New Jersey and Florida and to enhance Regent’s relationship with their hospital partners. Oversaw a cumulative budget of $30 Million in net revenue and had four direct reports.

Facilitated volume growth by 1173 cases from the prior year, which resulted in a $2.6 million increase in net revenue for one particular facility.

Solidified relationships with hospital partners which resulted in the renewal of three management contracts

Implemented cost savings measures in all facilities maximizing earnings and enhancing revenue. Decreased fixed cost across all facilities by 10%.

Recruited 4 physicians for two facilities in 2015 resulting in an increase in volume by 15%

Community Health Systems, Nashville, TN February 2006 – April 2013

Community Health Systems is one of the nation’s leading operators of acute care hospitals. The organization’s affiliates own, operate, or lease 195 hospitals in 28 states. By the time I left I was providing management and financial consulting services to 13 joint ventured surgery centers and 25 hospital based-surgery centers.

Director of Ambulatory Surgery Centers

Recruited to this newly created position to offer management operational consulting to CHS’s 13 joint ventured surgery centers. While there I was able to create a standardized set of operational, financial, or clinical protocols for the surgery centers where prior to me arriving, didn’t exist.

Successfully transitioned operations of eleven surgery centers from management under Triad’s ASC Division to CHS local hospitals as a result of CHS’ acquisition of Triad in 2007. The post-acquisition transition yielded approximately $500,000 in synergies (pertaining to the ambulatory surgical facilities that were acquired).

Worked collaboratively with division presidents and local hospital CEO’s and staff to ensure that surgery centers achieve maximum efficiency. This “team concept” resulted in both an increase in case volume and revenue

Assisted with planning and implementation of a re-syndication of an ASC that resulted in the center increasing earnings by $1 million in twelve months

Designed system of supply management that reduced supply cost at one ASC’s by 10%

Nueterra Healthcare, based out of Houston, TX March 2002 – December 2005

Nueterra is a multi-faceted health care company headquartered in Leawood, KS that got its start managing and developing surgery centers. It later expanded to include surgical hospitals and other lines of business.

Group Vice President

Recruited to Direct and manage all aspects of operations for 4 surgery centers and 3 surgical hospitals in five different states which accounted for $55 million in annual revenue. Also served on each center’s board of managers where I lead those meetings.

Successfully opened three surgical hospitals and two surgery centers that passed both State and JCAHO surveys

Hired and supervised all facility management teams and worked with each team on implementing their center’s strategic vision, business plan, and adhering to their budget.

Reduced days in accounts receivable at all regional facilities.

Renegotiated several managed care contracts in Texas and Oklahoma facilities resulting in a 10% increase in reimbursement.

Met or exceed budget and key indicators in all regional facilities on an annual basis.

Surgicoe Corporation, Atlanta, GA January 2001 to March 2002

Surgicoe was a company that owned and operated ambulatory surgery centers. At the time it was a relatively new company and was eventually was bought out by a larger company in March 2002.

Regional Vice President

Recruited to bring operational standardization to surgery centers this small startup company which consisted of 4 surgery locations.

Successfully standardized operations for all surgery centers

Secured a major management contract to the company which resulted in over $250,000 of additional annual revenue

Successfully developed an opened two surgery centers

Foundation Surgical Affiliates, Houston, TX July 2000 to January 2001

Foundation is company that owns and managed outpatient surgery centers, surgical hospitals, and sleep centers.

Administrator

Recruited to be the administrator the administrator of a large multi-specialty de novo surgery center that was a joint venture between a group of local surgeons and Foundation. In just three short months I hired all of the staff, the management team and successfully opened the facility.

Successfully passed surveys for State Department of Health and for AAAHC, through whom we received a 3 year accreditation.

Successfully hired staff and opened center on time for operation in only 2 months.

Exceeded budget the first month of operations

Center was so profitable; we were able to make the first distribution to partners in the sixth month after opening

Amedisys Inc, Houston, TX January 1996 to July 2000

Amedisys is now one of the premiere companies in the home health industry. At the time I joined them however, they also had other lines of business which entailed surgery centers, staffing, and physician practice management.

Administrator East Houston Surgery Center

Recruited to be the administrator for de novo surgery center in East Houston where I was responsible for hiring all of the staff and getting the center opened with all of the appropriate state and federal licenses

Directed the successful start up of a brand new surgery center., oversaw all aspects of facility construction, hiring of staff (during the pre-operational phase), and successfully negotiation of all ancillary and managed care contracts.

Helped formulate and implement all policies and procedures for the facilities. Most of these policies were written by me

Successfully took center through State surveys and was able to obtain a three-year accreditation from AAAHC.

Achieved days in accounts receivable of 38.

Center was able to make its first distribution to the investors 12 months from opening.

Designed and implemented an employee incentive program.

EDUCATION

Sam Houston University - Graduated August 1992

BS Degree in Psychology with Minor in Sociology

University of Houston/Clear Lake - Graduated December 1997

Masters in Business Administration and Healthcare Administration (MBA/MHA)

EXTRACURRICULAR AND COMMUNITY ACTIVITIES

Board Member of the Brentwood Blaze Youth Football Program from 2012 to present

Youth football coach from 2009 to present

Girls youth basketball coach from 2013 to present

Girls soccer coach 2012-2013

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