Human Resources Management
Resume:
MICHAL FREJKA
New York, New York 10022 USA
*******@*****.***
ADMINISTRATION
Summary
Senior manager known for building outpatient healthcare profit centers.
Significant experience in operations management, including, day to day
operations, financial operations and long term strategic operations.
Skilled in acquisition management, new business development and strategic
planning. Energetic motivator, willing to take managed risks, and
recognized for delivering results.
Results
Managed Growth: Expanded dialysis business from 2 local clinics to multi-
state $325MM business
Bottom Line Focused: Profitably manage rehabilitation operations with an
EBITDA margin of 28% over 3 years
Outcome Oriented: Lowered accounts receivable days outstanding by over
25%
Renegotiated contracts of physicians to be outcome and
productivity based
Redesigned company infrastructure forming a vertically
integrated company
PROFESSIONAL EXPERIENCE
PHYSIOTHERAPY ASSOCIATES (formerly BENCHMARK MEDICAL), 2006 - 2009
Exton, Pennsylvania
Senior Vice President
Responsible for all operations at 155 outpatient rehabilitation facilities
(physical and occupational therapy), manage 10 direct reports, over 750
employees, and revenue of $70 MM with an EBITDA margin exceeding 28%
annually.
. Successfully and profitably manage operations with an EBITDA margin in
excess of 28% in a high volume, low reimbursement healthcare segment.
. Restructured / streamlined a top heavy division. Reducing $700M in
management salaries.
. Focused division on productivity of both the clinical and support
personnel thus eliminating over $1.5MM in salaries without impacting
revenues.
. Focused division on maximizing revenue through the education of staff
on appropriate billing practices including increases in units per
visit, visits per referral and maximizing revenue from high
reimbursement sectors (workers compensation).
. Closed 15 facilities with a negative cash flow thus improving company
EBITDA.
. Opened 8 new facilities that have generated in excess of $500M in
EBITDA.
. Signed over 50 facility directors to long term non-compete contracts.
. Eliminated the participation in health plans which reimbursed less
then the cost of providing the service.
. Instituted basic business practices to the management staff such as
consistency in dealing with human resources issues, interviewing and
hiring of staff, and monthly financial / operations reviews. Most
importantly the managers were empowered to make day to day decisions
and made responsible for the outcomes of these decisions.
SEAPORT ORTHOPAEDIC ASSOCIATES, New York, New York
2005 - 2006
Chief Operating Officer
Responsible for all business operations of a multi-site $17MM Orthopaedics,
Rehabilitation Medicine, Pain Management, and Podiatry Practice/Business.
Responsibilities include day-to-day operations, accounts receivables,
accounts payable, marketing and client relations, human resources, managed
care contracting, and information systems.
. Redesigned company infrastructure forming a vertically integrated mid-
sized company with clear lines of responsibilities and authority.
. Began the clean up of over $30MM in outstanding account receivables by
designing an achievable organized business plan with target dates
focusing on collectible accounts. This included instituting standard
business practices in the collection of old and new accounts including
collection, co-payment and write-off protocols.
. Focused marketing and client relations business plan to emphasize the
strengths of SOA including the high quality of care, prompt/same day
availability of care and the wide spectrum of care available.
. Renegotiated contracts of salaried physicians to include clinically
based incentives and bonus payment provisions.
. Redesigned, updated and clarified the basic operation policy and
procedures for the company into a new operating manual.
. Analyzed and mapped the work flow of the business/practice to improve
productivity and profitability.
. Instituted new hiring procedures to focus on bring in the most
qualified applicants at affordable, appropriate salaries.
. Installed an audit system to review 70% of all patient information to
check for accuracy, missing fields and appropriate authorizations
prior to billing.
RENAL RESEARCH INSTITUTE, LLC, New York, New York 1997 - 2005
a division of Fresenius Medical Care N.A.
Vice President of Operations 2002 - 2005
Responsible for all operations at 109 dialysis facilities (1.3 million
annual treatments), managed 22 direct reports, over 2,500 employees,
revenue $325MM, operating budget of $300MM, capital budget of $20MM, and
$1.5 MM research budget.
Director of Operations 2000 - 2002
Responsible for all operations at 75 dialysis facilities (800,000 annual
treatments), managed 11 direct reports, over 1350 employees, revenue
$240MM, operating budget of $225MM, capital budget of $9MM, and $1.5MM
research budget.
Regional Manager 1997 - 1999
Responsible for all operations at 27 dialysis facilities (250,000 annual
treatments), managed 4 direct reports, over 500 employees, revenue $100MM,
operating budget of $90MM, capital budget of $4MM, and $1.5MM research
budget.
. Successfully and profitably managed operations with an EBITDA margin
of 13.5% in a high volume, low reimbursement healthcare segment
through facility-based product line management, revenue enhancement
and same store market growth.
. Lowered accounts receivable days outstanding by more than 25% by
negotiating favorable contracts with carriers, conducting a detailed
review of all accounts and managing the collection process.
. Successfully managed labor relations, including, negotiating multi-
year union contracts which ensured long term workforce stability with
affordable annual increases.
. Structured, negotiated and consummated acquisitions valued at over
$90MM.
. Developed strong company infrastructure by creating Human Resources,
Information Systems, Marketing and Acquisitions, Technical and Nursing
Departments as support services to the individual clinics.
. Consistently increased profits while maintaining superior clinical
outcomes that were repeatedly below the national mortality average.
. Directed successful Certificate of Need applications in multiple
geographies, including, Illinois, Connecticut and New York, which
permitted change of ownership for all acquisitions.
. Built strong physician relationships, including, negotiating facility
medical director contracts which had clinically based incentives, non-
compete clauses, and complex bonus payment provisions.
. Designed, constructed and opened 12 new state-of-the-art outpatient
facilities to enhance market share, patient satisfaction and satisfy
community need.
. Supervised acquisition team effecting seamless integration of new
dialysis units.
. Successor to Beth Israel Dialysis Services through joint venture with
Fresenius Medical Care N.A.
BETH ISRAEL MEDICAL CENTER, New York, New York 1989 - 1997
Administrator - Beth Israel Dialysis Services 1993 - 1997
Responsible for the operations of 6 dialysis facilities (45,000 annual
treatments), over 80 employees, revenue $12MM, budget $10MM, and capital
budget of $250M.
. Turned negative EBITDA margin facilities into profitable 25% EBITDA
margin through product line management.
. Expanded program by over 100%.
Administrator - Department of Physical Medicine & Rehabilitation 1990 -
1993
Responsible for the operations of 2 divisions (65,000 annual treatments),
over 60 employees, revenue $5MM, budget $5MM, and capital budget of $50M.
. Led turnaround and financial reorganization of Department.
. Directed Department through rapid 300% growth in annual outpatient
treatments.
. Managed all operations of a 32 bed inpatient rehabilitation wing..
. Decreased in-patient length of stay from 32 to 15 days by creating a
clinical team to examine every admission and providing daily services
to patients.
. Supervised private practice physician group with annual collections of
$5MM.
. Created innovative procedures for recruiting and retaining therapists,
including part-time and flex-time options.
Administrative Resident 1989 - 1990
. Prepared Human Resources budgets, performed evaluation of vascular
lab, developed service agreements, developed data bases for Department
of Risk Management and Quality Assurance.
On-Call Administrator 1989 - 1997
. Concurrent with departmental administrative duties, responsible for
evening and weekend operational management of Beth Israel Medical
Center.
EDUCATION
Master of Science in Public Health, UNIVERSITY OF NORTH CAROLINA, Chapel
Hill, NC 1989
Bachelor of Arts, Major: Biology, VASSAR COLLEGE, Poughkeepsie, NY 1987
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