Vice President Health
Resume:
KRISTOPHER H. MARWIN, CHE
Bettendorf, Iowa 52722
abltrl@r.postjobfree.com
CAREER HISTORY
CLAYCO CORPORATION, St. Louis, Missouri 2008 to 2010
Since 1983, one of the top performing, single source, design builders in the US. Offices also in
Chicago, IL and Detroit, MI. Annual revenues approximate $800 million.
Director of Healthcare
• Responsible for the development of a national sales strategy for a sporadic healthcare
division. The strategy will promote industry awareness, credibility, an integrated market
strategy for specific healthcare segments. The mission of the division will be to transform
from a reactive to a pro-active, solutions provider utilizing a full compliment of critical
resources and delivery methods from planning to completion. Initial territories include Iowa,
Illinois, Missouri and Wisconsin.
• Outcomes in first five months include development of six master facility, design build
agreements for hospitals in Iowa and Illinois totaling over $100 million.
• Established a new health system relationship in the St. Louis setting the stage for multiple
system projects.
• Developed new marketing strategy for healthcare branding and presence in marketplace.
RUSSELL CONSTRUCTION, Bettendorf, Iowa 2002 to 2008
A twenty five year old national company specializing in construction management, design/build
partnering and general contracting comprised of five distinct strategic business units.
Offices in the Quad Cities and Des Moines, Iowa. Annual client revenues average $125 million.
Vice President-Healthcare Development
• Responsible for the development of healthcare capital solutions for health providers utilizing
a full compliment of critical resources and delivery methods from design-build to negotiated
bid. Current territories include Iowa, Illinois, Missouri and Wisconsin.
• Outcomes include new project developments of over $130 million either completed or in
development.
• Accomplishments include the first replacement, critical access hospital in the State of Iowa,
three projects in Illinois delivered through design-build and implementing a new, professional
service, (Design/CMa or CMc) delivery model legally acceptable for the State of Iowa.
• Assembled the Team and was awarded a flex grant from the Illinois Critical Access Hospital
Network (ICAHN) for creating a Facility Assessment and Capital Education Program for
55 small/rural hospitals in Illinois.
• Guest speaker at annual events for the Illinois Hospital Association, Ohio Hospital
Association, Iowa Health System, and Hospital Building Expo in Baltimore, MD, IHA CAH
Forum and the National Rural Health Association.
• Developed all new literature and marketing pieces for Russell Healthcare, developed
a new sales program and built up the division to become a recognized leader in
healthcare construction.
KHM Page 2
HBE CORPORATION, St. Louis, Missouri 1999 to 2002
A forty+ year old national company specializing in the development of planning, design and
construction for healthcare providers. Annual client revenues average $250 million.
Vice President-Healthcare
• Responsible for the development of facility solutions for health providers using functional
space programming, master site and facility plans and turnkey, design/build processes.
*Current liaison for the Midwest Region including Michigan, Indiana, Ohio and Wisconsin.
• Outcomes include new project developments of $67 million; entailing hospital renovations,
new replacement facilities, medical office buildings, ambulatory surgery centers, senior living,
medical clinics and short stay, critical access facilities.
TRI VALLEY HEALTH SYSTEM, Cambridge, Nebraska 1996 to 1999
Employed by BRIM Healthcare, Inc. out of Brentwood, TN. A national, for-profit, healthcare
company owned by Province Healthcare that encompasses forty+ owned hospitals and 50+
managed hospitals across the country.
Chief Executive Officer
• On-site CEO as lead executive for a management agreement between Tri Valley Health
System and Brim Healthcare, Inc. Scope of operations included: 65 acute/long term beds,
five certified rural health clinics, four retail pharmacies, four physical therapy clinics, 35 unit
independent living complex, home health/hospice, DME, telemedicine and over 250
employees. TVHS experienced a 33% sphere of growth from a $9 million to $12 million
operational budget, a system revenue growth of $2 million and system profit growth of 400%/
$700,000 in two years.
• Re-engineered organization through a reallocation of management responsibilities, a
comprehensive strategic plan and a functional organizational chart. Redesigned all job
functions/descriptions and evaluation methods around employee empowerment, professional
growth, cross-functioning tasks and team building processes.
• Aligned Active Medical Staff through employment agreements centered on community
involvement, teamwork, quality participation and utilization benchmarks.
• Designed a new corporate image coinciding with new strategic marketing initiatives.
• Championed the $1.5 million development of a Specialty Surgical Suite and Ambulatory
expansion as Phase 1 of a new, Master Site and Facility Plan totaling $13 million over ten
years.
HARBOR BEACH COMM HOSPITAL, Harbor Beach, Michigan 1995 to 1996
A 20-bed acute and 40-bed skilled facility with two satellite clinics, home health and 140
employees.
Interim CEO/Assistant Administrator
• Initially hired as Assistant Administrator over all ancillary departments and satellite
operations.
• Expanded service area from 3,000 to 17,000 enrolled lives.
• Assumed Interim CEO/President responsibilities after first four months.
• Created new image for the organization through comprehensive marketing directives
including quarterly held town hall meetings, assimilation into civic clubs and health fairs for
the community.
• Re-engineered the development program to raise over $200,000 in first six months.
KHM Page 3
IROQUOIS MEMORIAL HOSPITAL, Watseka, Illinois 1990 to 1995
A 100-bed acute and 40-bed skilled facility with five satellite clinics and 300 employees.
Vice President
• Overall management of five ancillary departments and a $6.5 million net budget.
• Responsible for physician recruitment. Reduced costs by $60,000 and recruited 9
specialists.
• Responsible for six primary care clinics. Outcomes were a visit increase of 26% and an 18%
reduction of net loss toward break-even.
• Responsible for fundraising and development. Outcomes were over $1.5 million raised.
MICHIGAN HEALTH CARE CORPORATION, Detroit, Michigan 1987 to 1990
A large, diversified, health care organization with a 110 bed acute care facility, 7 psychiatric
Hospitals and 40 satellite clinics located around metro Detroit.
Administrator of Corporate Properties
• Director of Special Projects for Vice President of Administration. Implemented a cost
containment strategy resulting in a 3% reduction in expense and $300,000 in savings.
• Property Manager of 55 corporate-holdings and lease arrangements.
Accountant
• Total fiscal responsibility for a 75 bed Acute and 110 bed Psychiatric Hospital.
EDUCATION
• 1995 MBA Business Administration Olivet Nazarene University, Kankakee, IL
• 1990 MHA Hospital Administration Central Michigan University, Mt. Pleasant,
MI
• 1987 BS Health Systems Management Ferris State University, Big Rapids, MI
PROFESSIONAL DEVELOPMENT
• Diplomate, American College of Healthcare Executives
• National Rural Hospital Association Member and Presenter
• Parrish Council Board Member, Sacred Heart Cathedral, Davenport, IA
Contact this candidate