WILLIAM R. THOMPSON
**** ******* **** • Eden Prairie, Minnesota 55346
• M: 612-***-**** • ********@*****.***
EXECUTIVE LEVEL MANAGEMENT: Healthcare Service Retail Manufacturing,
• Accomplished executive with a strong portfolio of successes orchestrating the start-up, growth, and
optimization of businesses within healthcare direct service and retail/manufacturing platforms.
• Expertly elevate organizations into top revenue-generating and quality driven entities by driving
performance in the areas of strategic planning, staffing, assets, operations, and quality assurance.
Operations Start-Up • Asset Management • Continuous Improvement • Cost Reduction • Financial Control
Efficiency Improvement • QA/QC • Workflow Optimization • Administrative Infrastructure • Liaison Affairs
Healthcare Administration • Clinical Services • Quality of Care • Team Leadership • Negotiations
PROFESSIONAL EXPERIENCE
PARK NICOLLET HEALTH CARE, St. Louis Park, Minnesota - 2008-Present
Sr. Director/General Manager, Health Care Products Division
Executive leadership for the operational and administrative aspects of this $70M multi-clinic, pharmacy
and Health Care Product Division serving the Park Nicollet Care System. Plan, and direct all operational
activities, establish strategic direction and vision, formulate policies and procedures, implemented
Kaizen/Lean improvements, direct budget development, and managed the activities of over 230
personnel.
• Implemented sales enhancement and cost controls to exceed the net margin goal in the first
year.
• Secured cost reduction from vendors of over $1M. Negotiated all third party contracts
• Expanded services with two new health care stores as well as the planning, design and
construction for existing Pharmacy and Health Care Product stores within Park Nicollet.
• Achieved successful JCAHO rating and accreditation by delivering and continuously improving
quality improvement standards, protocols, and reporting requirements.
CENTURY FIXTURES, Wyoming, Minnesota - 1999-2007
Chief Executive Officer / Chief Operating Officer
Primary leadership force of this $5M manufacturer of new/replacement store fixtures and custom
architectural millwork for retail and tenant build out operations. Launch business development efforts and
acquire start up funding. Plan, direct, and coordinate operational activities, establish strategic direction,
formulate policies and procedures, direct budget activities, and manage 28 personnel. Evaluate company
performance and determine areas of potential cost reduction, program improvement, and policy change.
• Favorably positioned negotiations to win $500K in operational and capital equipment start-up funding
through establishment of comprehensive business plan.
• Pioneered establishment of Century Fixtures’ JIT purchasing processes that decreased cost of goods
by 2% annually for 2 consecutive years.
• Secured 10-year, 26K square foot manufacturing facility lease then expanded to 36K square foot
facility after 3 years by orchestrating business development initiatives.
• Engineered workflow optimization processes and guided efficiency improvement initiatives to sharpen
core production planning, scheduling, and manufacturing operations. Increased daily production
output and eliminated redundant activities.
• Identified and implemented comprehensive policy/procedure manual to enhance optimization of
production yields and finished products.
MINNESOTA ONCOLOGY HEMATOLOGY, INC., St. Paul, Minnesota - 1997-2000
Chief Executive Officer
Commanded operational and administrative aspects of this $80M, multi-clinic oncology services provider
serving the greater Minneapolis and St. Paul, Minnesota region. Directed 9 management staff and
oversaw the work of 250 support personnel and 36 physicians. Handled executive liaison affairs with
HMO’s, hospitals, clinic systems, and outside organizations.
WILLIAM R. THOMPSON • Page 2 • ********@*****.***
Continued:
Drove strategic planning, budgeting, HR, and quality improvement programs to ensure continuing
operations and maximize productivity.
• Devised, presented, and gained consensus on executive proposal that positioned Minnesota
Oncology Hematology’ for superior revenue growth and multi-clinic cost control.
• Ranked #1 against national clinic systems in revenue generation by increasing revenues 20% from
1998 levels and planning development of new oncology service location in western Wisconsin.
• Established service delivery, communications, and quality of care standards by restructuring
organization, revamping decision making processes, and repositioning managers to optimize service
oversight and control.
Implemented revenue generation/cost control program that elevated average annual physician
compensation by $40K.
NORTH MEMORIAL HEALTH CARE CENTER, Robbinsdale, Minnesota - 1994-1997
Director of Operations, Clinics
Directed healthcare administration with full operating, staffing, clinical, and operating budget management
for multiple sight clinic services within this greater-Minneapolis hospital system. Introduced quality of care
standards, oversaw strategic planning and operations, and monitored compliance to HR requirements.
• Strengthened clinic system’s quality of care by creating innovative practice management models and
methodology proposals for implementation in first 4 months.
• Initiated electronic medical records processing system at each clinic sight.
• Generated 40% in revenue growth and contained costs by charting 18-month course of action that
comprised outsourcing lab services, integrating physician assistants, and deploying physician training
to conduct CPT coding.
• Secured the #2 ranking across all hospital departments that achieved successful JCAHO rating and
accreditation by delivering and continuously improving quality improvement standards, protocols, and
reporting requirements.
• Launched new clinic on time and within capital budget projections by orchestrating construction and
engineering activities and controlling costs/schedules.
SOUTHDALE FAMILY PRACTICE, Edina, Minnesota - 1991-1994
Director, Clinic Operations
Directed and coordinated activities of this $3.5M family practice clinic’s operations, financial systems, and
personnel administration. Oversaw performance of lab, reception, business office, third party contracts
and payors, information systems, and marketing. Negotiated HMO contracts to maximize reimbursements.
Guided community relations with hospital by chairing the Fairview Physician Association (FPA).
• Slashed overhead expenditures by 9% and increased physicians’ average compensation by $30K
through development and implementation of financial controls.
• Expanded clinical services and doubled space by formulating recommendations to restructure
procedures and grow physician staff from 5 to 7.
• Achieved COLA and CAP accreditation by initiating lab quality improvements.
Career note: Additional professional history as an Executive Director of Arthritis Rheumatology
Consultants, Inc. Details on request.
EDUCATION
Master of Social Work in Human Service Administration and Public Administration
Ohio State University, Columbus, Ohio
Bachelor of Arts in History and Sociology
University of Steubenville, Steubenville, Ohio
Continuing Education
Zero Based Budgeting, Deming Strategies, Lean Concepts, Management by Objectives