Christopher Roker, MBA

*** ***** **** ***.*** • Scarsdale, NY 10583 • Phone: 914-***-**** • E-mail: acuz2m@r.postjobfree.com

Summary: Operational Expertise - building, growing, and improving the profitability, performance, and value in organizations. My comprehensive knowledge of fundamental business disciplines combined with an ability to accelerate revenues via strategic partnerships. I'm a leader that is able to foster teamwork and energize others to higher levels of performance. Proven Sales experience and strong financial management responsibility making me that well rounded individual.

The MetroHealth System 08/15 – present

Senior Vice President and

Chief Hospital Administrative Officer

Responsible for the Systems Hospital Operations,- including Food and Nutritional services, Environmental services, Textiles, Logistics and Transportation, Social Work, Care Coordination, Pastoral Care, Central Sterile Processing, the Operating Rooms, Endoscopy both at Main Campus, W.150th ASC and future ASC sites (Healthspan & Brecksville) locations, and the Inpatient floors Main Campus (Surgical, Post Acute, Specialty Care, Women and Children),ICU’s, Skilled Nursing Facility and Long Term Care Facility(Prentiss Center), and Old Brooklyn Campus (Rehabilitation Hospital and Geriatric Clinics). Responsible for the expansion of our Critical Care Pavilion adding two additional floors - a total of 84 beds onto an active OR and ER. Responsible for 3000+ FTEs. Focus efforts on the quality and efficiency of all inpatient sites of service and directs throughput initiatives in our inpatient and OR operations, Clinical Standardization, Consumer Experience, and Integrated Care. Oversees the business and financial reports, monthly P&L reports, supports projects to improve quality and financial effectiveness. Monitors and oversees all billing, item master, and revenue enhancement function within the departments to ensure corporate compliance. Member of the Executive Quality Committee, Campus Transformation Committee, System Strategy Committee, Finance Committee, and the Lincoln –West Science and Health High School Advisory Board Member.

The MetroHealth System 02/13 – 7/15

Vice President of Medical Operations

Lead a cultural transformation within Perioperative Services, Pain Management, Anesthesiology, Surgical and Rehab. Floors, ICUs, Surgical Clinics (10 locations), Surgical Oncology, The Breast Program, GU, Thoracic, Ambulatory and Inpatient, Head and Neck, CSPD, Level 1 Trauma Service, Service Center, Care Delivery, Orthopedics, General, Neurosciences, and helped to develop the service lines to achieve the mission, vision, and values of The MetroHealth Systems.

Oversaw the Strategic Planning, Human Resources, Financial Management, IT projects, and monitoring of the activities of multiple departments 700 FTEs.

Developed and executed strategies to achieve the physician development targets within the assigned market. Through effective communications, worked closely with other departments and executive team members to facilitate and maintain effective internal and external relationships that have laid the ground work for success in obtaining the overall goals and objectives of The MetroHealth System.

Oversaw the business and financial projects, monthly P&L reports, identifies new business opportunities, areas for market share growth, and support projects to improve quality and financial effectiveness.

Monitored and oversees all billing, item master, and revenue enhancement function within the departments to ensure corporate compliance.

Ensured compliance of internal processes and controls as well as continuous improvement of those processes.

Managed projects for process improvement and integration of legacy or newly acquired software upgrades Ensured integrity and validation of reporting data.

Special projects assigned by the President and/or COO/CMO.

Accomplishment:

Extensive planning and reorganization of workflow in the departments - allowing for greater access for our patients. Also the expansion plans for deploying out to other locations throughout the system. This has allowed for more access and closer to our patients, which translated to greater patient satisfaction.

Oversaw the implementation of the EPIC Ventures system into Perioperative Services and the Outpatient Clinics. This enhanced our visibility on the entire Perioperative and Outpatient platform, allowing us to reduce lags in signed notes, to increased charges, and increased collections. Increase the Quality Reports, Operational Reports, Provider Performance. This helps our Finance Dept. to work closer with the Operational Dept. and gives the VP, EVP, and COO a clear understanding of our finances per department.

The Creation of the Surgical and Medical Specialty Service Center (Phone Access) identified a weakness in our outpatient services (our phones). The abandonment rate was high and the service levels were low, in fact, we had an abandonment rate of 34% of all calls coming in and a service level as low as 38.18%. I was able to put together a small team to assess the problem and craft a plan to reduce the abandonment rate below 10% and service level above 90%. We were able to reduce the abandonment rate to 6.45% and service level to 84.45%. We also were able to redesign the workflow of the Secretaries, PSR, MTA’s, and RN having them work at the top of their skill set. This also created a sustainability plan, which did not increase one FTE to the bottom line.

Otolaryngology – increase template capacity, added a physician extender to cover the loss of one of our busier physicians, expanded to Middleburg. 2013 visits increased by .9%

Orthopaedics - We have grown by 5.5% over last year at our main campus with increase access. Our Hand Service has grown dramatically at our Lyndhurst office 198% visit growth or 1374 more cases than last year. Our overall OR volume has increase by 9.3% year over year.

General Surgery overall has increased 12.3% in visits year over year and 7.1% in OR case volume year over year and some of the contributors to the volume are; Ophthalmology – increased our vision field testing in multiple sites, extended times and days in certain sites for our patients. 2013 visits increased year over year by 16.5% and our OR case volume increased 13.4% year over year. Urology – increased visits by 25.4% year over year and OR case volume by 32.0%. Plastics increased visits by .8% and OR case volume by 7.1%. Oral increased visits by 29.4% and OR case volume by 4.0%. General visits increased by 7.5% and OR case volume increase on the Trauma/Critical Care by 16.4% we lost a physician on the General side and the Trauma division covered the critical care OR case volume.

Pain Management increased visits by 65.5% and increased procedure volume by 5.0% year over year

Increased On-Time starts by 15% and decreased turn-over time by 11%

Implemented Surgical Profitability Compass, created physician scorecards, demand matching staffing modeling.

St.Barnabas Hospital, Bronx 12/11 – 2/13

Vice President of Business Development and Perioperative Services

Oversaw the strategic planning, financial management, and monitoring of the activities of multiple departments within Perioperative Services for two business units.

Developed strategies to achieve the physician development targets within the assigned market. Through effective communications, I have worked closely with other departments and executive team members to facilitate and maintain effective internal and external relationships that have laid the ground work for success in obtaining the overall goals and objectives of St.Barnabas Hospital.

Responsible for the business and financial projects, monthly P&L reports, identifies new business opportunities, areas for market share growth and support projects to improve quality.

Monitored and oversaw all billing, item master, and revenue enhancement function within the departments to ensure corporate compliance.

Ensured compliance of internal processes and controls as well as continuous improvement of those processes. Managed projects for process improvement and integration of legacy or newly acquired software upgrades Ensured integrity and validation of reporting data.

Special projects assigned by the President and/or COO/CMO.

Implemented short-term improvements to operations, charging procedures, and reduced materials, cost containment, contract management, recycling that helped to reduce the hospitals overall $5M in net loss in 2012 to under $3M loss for 2012. Retooled existing staff and department management to improve quality of care and reduce operations cost. Recruited the new Director of Surgical Services. Created and implemented the plan to purchase a surgery center in a demographically different part of the Bronx. Created the strategic plan to open Multi-specialty practice in Northern Harlem that would expand the geography of services and open new markets for St. Barnabas and improve payor mix. Recruited several new physicians to the system that expanded surgical offerings and allowed for redeployment of existing physician staff to the new center in Harlem and expanded patient base and payor mix.

Beth Israel Medical Center, New York 5/07 – 12/11

Assistant Vice President

Oversaw the strategic planning, financial management, and monitoring of the activities of multiple departments - Rehab.Therapy, Anesthesia, Otolaryngology, Urology, Pain Medicine and Palliative Care, Bloodless Program, and Business Operations of Perioperative Services for five business units - Petrie, Philips Ambulatory Care Center, BI West Cancer Center, Surgicenter, and Kings Highway Division – overall responsibility for an enterprise of over $100 million in net patient revenue. Responsible for the business and financial projects, monthly P&L reports identified new business opportunities, areas for market share growth and support projects to improve quality.

Monitored and oversaw all billing, item master, and revenue enhancement function within the departments to ensure corporate compliance.

Ensured compliance of internal processes and controls as well as continuous improvement of those processes.

Managed projects for process improvement and integration of legacy or newly acquired software upgrades Ensure integrity and validation of reporting data.

Special projects assigned by the President and/or COO.

Executed the plan for the opening of the Brooklyn Surgicenter which added an additional 2750 cases for a nine month period.

Increased Brooklyn volume by 4% and the overall volume by 10%. Cost Containment initiatives which saved $693,000 – consolidation of Vascular (stents,graphs,balloons), conversion of suture and endo products, bio-mesh, recycling products. Reorganized many of the services and departments, reorganized the front and back office functions to maximize schedules, appoint utilization, cash receipts, staffing optimization, and assessed the management aptitude.

Increased revenue in all services between 7-9% and maintained a cost neutral budget by implementing the staff optimization plan reassigning staff from services that are overstaffed and redeploying them to area of need. Training Initiative – created a training program for Implant and Supplies for OR EMR which helped to increase our charge capture. Nursing staff and Materials Management staff were able to capture more and increase our charges for supplies and implants. The overall Supply & Implant Charge/Case had increased 15%,13%,16%,&26% respectively over 2010 charges. These numbers are validated through the Finance/Revenue Cycle team, which I used the latest report (Nov.2011) for reference.

PE IP

PE OP

KHD

Surgi Center

Avg Supply Charge/Case

29%

10%

30%

39%

Avg Implant Charge/Case

8%

16%

2%

14%

Avg Supply&Implant Charge/Case

15%

13%

16%

26%

Beth Israel Medical Center, New York Assistant Director of Business Operations

Oversaw the scheduling office, implant services, personnel, surgical services supply chain, vendor relations, materials management, contract negotiation, and facilities. business operations of perioperative services and a budget of $63 million and a capital budget of 3 million dollars.

Provided value analysis support, manages business and financial projects, monthly P&L reports

Identifies new business opportunities, identifies areas for market share growth and support projects to improve quality. Monitors and oversees all billing, item master, and revenue enhancement function within the department to ensure corporate compliance.

Managed the overall sourcing and Request for Proposal (RFP) proposal process including writing, distributing, analyzing, making selection recommendations for Perioperative Services.

Worked to maximize each department’s utilization, ranging from 7-9%. Increased Charges by 15% through identifying the areas of improvement in charge capture and applying the appropriate resources. Streamlined the scheduling process by including the admission process for a more efficient patient flow and reduce the denials. Patient Satisfaction has increased to 94% from 82%.

The Parkway Hospital Queens, New York 11/05 – 5/07

Assistant Vice President

Responsible for the day to day operations of the Operating Rooms, Ambulatory Surgical suites, PACU, Central Supply, Biomedical Department, Purchasing Department, Materials Management, Project management, Contract Negotiations 1199 union and Business Development.

Ensured the efficient performance of the hospital’s financial and surgical operations of those departments through Workflow Improvement, Asset Management, Patient Flow, and Facility Design. Prepared & justified the budget for assigned areas of responsibility.

Planned & directed the use of financial & material resources (i.e.: materials, supplies, inventories, equipment & budget) throughout the year.

Identified, assessed, & solved day-to-day problems for areas assigned. Increased revenue 15% and reimbursements 32% through revenue enhancement, cost savings initiatives.

Boro Medical, P.C., L.I.C.,NY 11/00 – 11/05

Senior Administrator for Operations

The Senior Administrator was responsible for monitoring and ensuring the efficient performance of agency-wide business, contract negotiations local unions financial, and medical program operations of 8 Primary care and Multi-specialty sites, 2 full-time and 2 part-time article 28 offices.

To supervise, 2 Field Administrators mentor 8 managers, 3 supervisors and oversees the management of the various departments and the company’s 100+ FTE's (80 unions & 20 non-unions) and (20 primary care providers and 22 specialists).

Responsible for agency-wide planning including long-range and annual operating plans and oversees the development of corporate program initiatives and translates medical programs, business and administrative performance goals into operating programs.

Direct oversight for agency Operations, Public Relations/Marketing- maintaining base business and while growing the specialty services and Outreach Programs.

Established a more streamline and efficient method for patient flow and increased revenue through upgrading IT technology within the organization and increased the enrollment of Boro Medicals proprietary Healthcare Plan Product.

ETHICON, INC., J&J Co. Somerville, New Jersey 9/96- 11/00

Clinical Sales Representative

Responsible for increasing the market share of ETHICON, INC. in Queens,

Brooklyn & Staten Island, New York territory from 1.9 to 2.6 million.

Performed product presentations and seminars to surgeons, nursing staff, and management, detailing the advantages of Ethicon,Inc. products versus the competition.

Taught surgeons the application and how to use our new products while in surgery. Implement effective strategies to retain base business while growing the new product market.

Provided financial reports on a quarterly and annual basis to the customer (Director of Purchasing, Material Management, and Vice President of Operations).

Furnished written and electronic reports to management and team members. Liaison between local, national distributors and hospitals. #1 in the Division, #2 in the region, and #7 in the nation in Dermabond sales, #48 in the nation in total sales out of 356.

Jacobi Medical Center Bronx, New York 3/94-9/96

Administrator/ Materials Manager

Responsible for the Day-to Day operations of the OR, PACU and Central Sterile. Oversee corporate contracts and negotiate new contracts in compliance with NYC rules and regulations.

Supervise a staff of four and act as liaison between all ancillary departments (risk management, engineering, finance, etc.). Provide financial reports to senior staff and executives. Established and implemented internal and external tracking mechanisms to monitor and reduce expenditures.

Managed the medical supplies for the OR, PACU, CSS, and Anesthesiology department.

Health Care Investigator 2/93-3/94

Interviewed patients for medical insurance and financial history.

Generated patient third party billing; i.e. Medicare and Medicaid claims.

Investigate medical claim data and/or medical records to identify payment errors.

Creation & development of new payment error projects/reports. Analyze and validate audit findings according to both Medicaid State regulations & payer processing guidelines / provider contracts.

Communication with management & client on audit findings, assist with error validation process. Handled accounts receivable and accounts payable.

Computerized patient data entry.

Education & Skills

ACHE Member

Lean Six Sigma Green Belt for Healthcare

Certificate - Healthcare Leadership Advancement Cornell University 2009

MBA from Pace University December 2006

B.A. State University of New York at Oswego May 1992

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