Six Sigma Customer Service
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1 Winston Court
Medford,NJ
Other Phone: 973-***-****
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E-mail: mailto:*******@*********.******* Pierro
Titlepixel.gifpixel.gif EXPERIENCEpixel.gif Aug-2008 PresentHospital Acquisitions and SolutionsPhiladelphia, PACHIEF EXECUTIVE OFFICERJob Responsibilities:
HAS is a hospital-based consulting firm specializing in operations (all clinical and non-clinical services), acquisitions, joint ventures and implementation of healthcare reform. HAS combines operations, strategic planning, external financing, asset management and industry leading performance improvement techniques (microsystems design, evidence-based design and LEAN/Six Sigma), to achieve best-in-class hospital operating, clinical quality and financial performance. Hospital Operations CHIEF RESTRUCTURING OFFICER (Washington, DC) Responsible for operations and financial oversight of a 350 bed, highly matrixed, for-profit community hospital, acquired by the District of Columbia as a public hospital Worked in a highly collaborative manner with senior leadership and District of Columbia elected officials to achieve a $15.1 million turnaround, $10.4 million in managed care rate increases, $3 million in new outpatient volume growth and the reduction of over $1.7 million in non-patient care labor expenses Redesigned and implemented new clinical and non-clinical operations at the department level, including quality and financial process improvements that drove superior operating results and budget accountability system-wide Led Operating, Government Oversight and Finance Committees, provided leadership and assured an integrated relationship between the medical staff, management, departmental staff and District of Columbia elected officials, worked with senior leadership to establish new programs in Obstetrics, Surgical Services, Primary Care and Emergency Medicine VICE PRESIDENT, OPERATIONS AND BUSINESS DEVELOPMENT (Philadelphia, PA) Lead system-wide Neonatal Intensive Care Unit operations, physician recruitment, Studer model implementation and strategic planning at 11 hospitals in 4 states Lead national business development, growth, joint ventures and new hospital contracting Directly managed and led the redesign of the operating departments at three community hospitals, including Cardiology, Emergency Medicine, Imaging/Radiology, Maternal and Child Health, Oncology, Surgical Services, Vascular Services, Orthopedic/Musculoskeletal, Telemetry, ICU and NICU, Lab/Pathology, Pharmacy and non-clinical services (Biomedical, Engineering, Environmental Services, Facilities, Nutrition/Food Services) Managed and negotiated over $300 million in target hospital and joint venture acquisitions, identified and assessed target hospitals, built detailed three-year hospital clinical and operating plans, established clinical quality standards, budgets, current and future capital/infrastructure allocation, income statements, cash flow statements, debt structure and acquisition strategies Developed and structured surgery center, oncology and radiology joint ventures, a $27 million hospital acquisition of a private radiology facility and a $96 million Facility Master PlanJob Accomplishments:
HAS is a hospital-based consulting firm specializing in operations (all clinical and non-clinical services), acquisitions, joint ventures and implementation of healthcare reform. HAS combines operations, strategic planning, external financing, asset management and industry leading performance improvement techniques (microsystems design, evidence-based design and LEAN/Six Sigma), to achieve best-in-class hospital operating, clinical quality and financial performance. Hospital Operations CHIEF RESTRUCTURING OFFICER (Washington, DC) Responsible for operations and financial oversight of a 350 bed, highly matrixed, for-profit community hospital, acquired by the District of Columbia as a public hospital Worked in a highly collaborative manner with senior leadership and District of Columbia elected officials to achieve a $15.1 million turnaround, $10.4 million in managed care rate increases, $3 million in new outpatient volume growth and the reduction of over $1.7 million in non-patient care labor expenses Redesigned and implemented new clinical and non-clinical operations at the department level, including quality and financial process improvements that drove superior operating results and budget accountability system-wide Led Operating, Government Oversight and Finance Committees, provided leadership and assured an integrated relationship between the medical staff, management, departmental staff and District of Columbia elected officials, worked with senior leadership to establish new programs in Obstetrics, Surgical Services, Primary Care and Emergency Medicine VICE PRESIDENT, OPERATIONS AND BUSINESS DEVELOPMENT (Philadelphia, PA) Lead system-wide Neonatal Intensive Care Unit operations, physician recruitment, Studer model implementation and strategic planning at 11 hospitals in 4 states Lead national business development, growth, joint ventures and new hospital contracting Directly managed and led the redesign of the operating departments at three community hospitals, including Cardiology, Emergency Medicine, Imaging/Radiology, Maternal and Child Health, Oncology, Surgical Services, Vascular Services, Orthopedic/Musculoskeletal, Telemetry, ICU and NICU, Lab/Pathology, Pharmacy and non-clinical services (Biomedical, Engineering, Environmental Services, Facilities, Nutrition/Food Services) Managed and negotiated over $300 million in target hospital and joint venture acquisitions, identified and assessed target hospitals, built detailed three-year hospital clinical and operating plans, established clinical quality standards, budgets, current and future capital/infrastructure allocation, income statements, cash flow statements, debt structure and acquisition strategies Developed and structured surgery center, oncology and radiology joint ventures, a $27 million hospital acquisition of a private radiology facility and a $96 million Facility Master Planspacer.gif Feb-2005 Jul-2008Norwalk Hospital SystemNorwalk, CTSENIOR VICE PRESIDENT AND CHIEF OPERATING OFFICERJob Responsibilities:
Norwalk Hospital is nationally ranked among the top 5% of hospitals for overall clinical excellence, received the Beacon award for three consecutive years, and numerous HealthGrades awards for superior quality and customer service. The non-profit system includes a 328 bed teaching hospital, 90 residents, four fellowship programs, a network of five medical groups and urgent care centers, an offsite 110,000 sq/ft ambulatory care center, a joint ventured surgery center, the county's largest joint ventured imaging center and a 120 bed Skilled Nursing Facility. Achieved the highest Net Income in the Hospital's 115 year history and the region's largest market share growth rate (reversed a 4 year 8% market share decline) Achieved a $10 million operating margin improvement while directly leading the day-to-day operations, capital and operating budgets, and allocation of resources across the multi-site integrated system, including: the Komansky Cardiology Center, Whittingham Cancer Center, Emergency Medicine, Surgery, Labor and Delivery, Pediatrics, Radiology, Pathology and all non-clinical departments (Facilities, Engineering, Environmental, Biomedical, Nutrition/Food Services, Real Estate and a new system-wide marketing campaign) Implemented the largest hospital energy reduction system in the state, saving over $11 million Provided leadership and directly managed the Vice President of Planning and Business Development and 7 Clinical Chairmen, including a highly successful collaboration and team approach to service line/market share growth, physician recruitment and joint ventures Developed, aligned, and managed a highly successful and collaborative $150 million system-wide Strategic Plan, Facility Master Plan, and Service Line Growth Initiative, including inpatient main tower and on campus expansion projects, over 250,000 sq/ft of new outpatient services across five towns, a free standing surgery center, a 110,000 sq/ft Health and Wellness Center in partnership with community physicians, a 40,000 sq/ft joint ventured Imaging Center in partnership with Radiologists and a successful new physician employment model Implemented an electronic medical record, CPOE and bar code medication administration system Successfully led and united operations improvement teams that redesigned services in ER, OR, Labor/Delivery, Pediatrics, Pathology, Facilities, Engineering, Biomedical and Food Services Ensured corporate-wide departmental leaders were actively engaged in the pursuit of the highest level of employee satisfaction, service and quality, achieved a perfect record in meeting or exceeding all facility regulatory standards, including the Joint Commission, OSHA, EPA and State DOH Recruited and trained a Business Development team of six Directors, built three new Centers of Excellence (Cardiac, Spine and Bariatric), launched a new minimally invasive surgery program, and established the region s only Cardiac and Vascular Center of Excellence that united Cardiologists, Vascular Surgeons and Interventional Radiologists in a partnership Recruited over 50 new physicians to the medical staff, including primary care, Obstetricians, a Cardiology group and Vascular, Thoracic and Orthopedic Surgeons Job Accomplishments:
Norwalk Hospital is nationally ranked among the top 5% of hospitals for overall clinical excellence, received the Beacon award for three consecutive years, and numerous HealthGrades awards for superior quality and customer service. The non-profit system includes a 328 bed teaching hospital, 90 residents, four fellowship programs, a network of five medical groups and urgent care centers, an offsite 110,000 sq/ft ambulatory care center, a joint ventured surgery center, the county's largest joint ventured imaging center and a 120 bed Skilled Nursing Facility. Achieved the highest Net Income in the Hospital's 115 year history and the region's largest market share growth rate (reversed a 4 year 8% market share decline) Achieved a $10 million operating margin improvement while directly leading the day-to-day operations, capital and operating budgets, and allocation of resources across the multi-site integrated system, including: the Komansky Cardiology Center, Whittingham Cancer Center, Emergency Medicine, Surgery, Labor and Delivery, Pediatrics, Radiology, Pathology and all non-clinical departments (Facilities, Engineering, Environmental, Biomedical, Nutrition/Food Services, Real Estate and a new system-wide marketing campaign) Implemented the largest hospital energy reduction system in the state, saving over $11 million Provided leadership and directly managed the Vice President of Planning and Business Development and 7 Clinical Chairmen, including a highly successful collaboration and team approach to service line/market share growth, physician recruitment and joint ventures Developed, aligned, and managed a highly successful and collaborative $150 million system-wide Strategic Plan, Facility Master Plan, and Service Line Growth Initiative, including inpatient main tower and on campus expansion projects, over 250,000 sq/ft of new outpatient services across five towns, a free standing surgery center, a 110,000 sq/ft Health and Wellness Center in partnership with community physicians, a 40,000 sq/ft joint ventured Imaging Center in partnership with Radiologists and a successful new physician employment model Implemented an electronic medical record, CPOE and bar code medication administration system Successfully led and united operations improvement teams that redesigned services in ER, OR, Labor/Delivery, Pediatrics, Pathology, Facilities, Engineering, Biomedical and Food Services Ensured corporate-wide departmental leaders were actively engaged in the pursuit of the highest level of employee satisfaction, service and quality, achieved a perfect record in meeting or exceeding all facility regulatory standards, including the Joint Commission, OSHA, EPA and State DOH Recruited and trained a Business Development team of six Directors, built three new Centers of Excellence (Cardiac, Spine and Bariatric), launched a new minimally invasive surgery program, and established the region s only Cardiac and Vascular Center of Excellence that united Cardiologists, Vascular Surgeons and Interventional Radiologists in a partnership Recruited over 50 new physicians to the medical staff, including primary care, Obstetricians, a Cardiology group and Vascular, Thoracic and Orthopedic Surgeons spacer.gif May-2002 Jan-2005Atlantic Health SystemMorristown, NJDIRECTOR OF RESOURCE MANAGEMENTJob Responsibilities:
Atlantic Health is a nationally recognized teaching hospital system with $1.5 billion in net revenue, 1,100 beds, four acute care teaching hospitals and a large residency/fellowship program. The highly matrixed system is the largest and most profitable system in a highly competitive region, and is the recipient of numerous quality awards, including HealthGrades and US News and World Report. Extensive training in the General Electric(GE)r Six Sigma and LEAN process improvement methodologies for acute care hospitals, responsible for hospital clinical and operations improvement system-wide through analysis, consensus building, process redesign, new initiatives and the application of Six Sigma Led the successful redesign of operating and clinical departments in Emergency Medicine, Surgery, Radiology, Cardiology, Oncology, Med/Surg, Telemetry, Pharmacy, Purchasing and non-clinical support services Led and directly managed 25 Six Sigma and LEAN teams in partnership with the medical staff at the corporate and departmental level, saving the organization over $10 million annually Developed and implemented a monitoring and control system, established service value and served as the internal client for clinical and operational solutions that achieved a balance of profitability and quality health care delivery in a highly collaborative manner Analyzed system-wide hospital clinical quality, operating and financial performance trends and process improvement opportunitiesJob Accomplishments:
Atlantic Health is a nationally recognized teaching hospital system with $1.5 billion in net revenue, 1,100 beds, four acute care teaching hospitals and a large residency/fellowship program. The highly matrixed system is the largest and most profitable system in a highly competitive region, and is the recipient of numerous quality awards, including HealthGrades and US News and World Report. Extensive training in the General Electric(GE)r Six Sigma and LEAN process improvement methodologies for acute care hospitals, responsible for hospital clinical and operations improvement system-wide through analysis, consensus building, process redesign, new initiatives and the application of Six Sigma Led the successful redesign of operating and clinical departments in Emergency Medicine, Surgery, Radiology, Cardiology, Oncology, Med/Surg, Telemetry, Pharmacy, Purchasing and non-clinical support services Led and directly managed 25 Six Sigma and LEAN teams in partnership with the medical staff at the corporate and departmental level, saving the organization over $10 million annually Developed and implemented a monitoring and control system, established service value and served as the internal client for clinical and operational solutions that achieved a balance of profitability and quality health care delivery in a highly collaborative manner Analyzed system-wide hospital clinical quality, operating and financial performance trends and process improvement opportunitiesspacer.gif Mar-1998 Mar-2002Office of the Governor of the State of New JerseyTrenton, NJDEPUTY CHIEF OF MANAGEMENT AND POLICY - HEALTHCAREJob Responsibilities:
Led and managed the internal and external development of Governor DiFrancesco s state and federal health care agenda, including all operational aspects of Medicare and Medicaid, Charity Care, FamilyCare, KidsNeeds, prescription drug programs (PAA/D), health care regulations, Certificates of Need and hospital operating initiatives Led and managed more than $6.7 billion in hospital and health care regulations and public policy initiatives, including legislative review, compliance, operations improvement initiatives, speech writing and public relations Job Accomplishments:
Led and managed the internal and external development of Governor DiFrancesco s state and federal health care agenda, including all operational aspects of Medicare and Medicaid, Charity Care, FamilyCare, KidsNeeds, prescription drug programs (PAA/D), health care regulations, Certificates of Need and hospital operating initiatives Led and managed more than $6.7 billion in hospital and health care regulations and public policy initiatives, including legislative review, compliance, operations improvement initiatives, speech writing and public relations spacer.gifTitlepixel.gifpixel.gif EDUCATIONpixel.gifEducation1995Princeton UniversityPrinceton, NJOther Masters Healthcare and Economics1993Bloomsburg University of PennsylvaniaBloomsburg, PABA Economics1993Bloomsburg University of PennsylvaniaBloomsburg, PABS Finance
Titlepixel.gifpixel.gif ADDITIONAL INFORMATIONpixel.gifEducationYears of Healthcare Management Experience: 16List of Other Previous PositionsCHIEF
EXECUTIVE OFFICER (CEO) CHIEF RESTRUCTURING OFFICER (CRO) SENIOR VICE PRESIDENT (SVP) AND CHIEF OPERATING OFFICER (COO) VICE PRESIDENT (VP), OPERATIONS AND BUSINESS DEVELOPMENT DIRECTOR OF RESOURCE MANAGEMENT (Operations/Process Improvement) DEPUTY CHIEF OF MANAGEMENT AND POLICYSupplemental InformationEngaging Chief Operating Officer, Chief Restructuring Officer and Chief Executive Officer with a 16 year track record of progressive success in leading hospital operations and growth. Specialized training and extensive experience managing and leading day-to-day hospital operations (non-clinical and clinical departments). Directly led operations and achieved financial success at two 300+ bed hospital systems. Established industry leading performance in operating departments and a new culture of accountability and patient-centered care. Achieved the largest Net Income in hospital s 115 year history, the largest market share growth rate in a highly competitive region and structured over $300 million in hospital acquisitions and joint ventures. Directly led system-wide operating departments, quality improvement, process redesign, physician recruitment, strategic planning and growth. Extensive training and success in the implementation of process redesign/performance improvement (Six Sigma, LEAN, GE, Studer, and microsystems design). Active member of the American College of Healthcare Executives, Institute for Healthcare Improvement and Hospital Impact. Summary of Experience Chief Operating Officer of a $400 million, nationally recognized, teaching hospital system in a highly competitive market; achieved a $10 million operating margin improvement while directly leading the day-to-day operations, capital and operating budgets, and allocation of resources across the multi-site integrated system, including: the Komansky Cardiology Center, Whittingham Cancer Center, Emergency Medicine, Surgery, Labor and Delivery, Pediatrics, Radiology, Pathology and all non-clinical departments (Facilities, Engineering, Environmental, Biomedical, Nutrition/Food Services, Real Estate and a new system-wide marketing campaign). Achieved the highest Net Income in the hospital system's 115 year history and the largest market share growth rate in the region. Recruited over 50 physicians, launched new clinical services and standards, developed and implemented a highly collaborative $150 million Strategic and Facility Master Plan and led a 250,000 square foot expansion of outpatient services in partnership with community physicians. Chief Restructuring Officer of a 350 bed for-profit medical center in a highly matrixed, 650 bed for-profit health care system; redesigned and implemented new clinical and non-clinical operations at the department level, including quality and financial improvements that drove a successful turnaround, introduced new clinical services, grew volume, improved revenue by $13.4 million and decreased operating expenses by $1.7 million. Chief Executive Officer of a hospital-based consulting firm; directly managed and led the redesign of the operating departments at three community hospitals, including Cardiology, Emergency Medicine, Imaging/Radiology, Maternal and Child Health, Oncology, Surgical Services, Vascular Services, Orthopedic/Musculoskeletal, Telemetry, ICU and NICU, Lab/Pathology, Pharmacy and non-clinical services (Biomedical, Engineering, Environmental Services, Facilities, Nutrition/Food Services). Led the planning, negotiations and private capital strategy for over $300 million in hospital acquisitions and joint ventures. Led physician recruitment, operations and business development for a large physician corporation and NICUs in 11 hospitals and 5 states. Established a new Studer-based culture of accountability and service excellence.Specialized Training, Licensure, or CertificationOperations Improvement Process Improvement Six Sigma (SixSigma) LEANProfessional and Civic Affiliations American College of Healthcare Executives (ACHE) Institute for Healthcare Improvement (IHI) Hospital Impact StuderMajor Work Experience Ambulatory Care/Emergency Services 11 Ancillary Services (housekeeping, physical plant, etc.) 11 Clinical Support Services (PT, OT, X-Ray, lab, etc.) 16 Educational Administration/Residency Training 7 Financial Management 16 Fund Development/Community Relations/Volunteers 11 General Management/Executive/Administration 13 Human Resource Management 7 Information Systems/Medical Records 13 Legal/Risk Management/Compliance 16 Long-Term Care 6 Managed Care/HMO/PPO 16 Marketing/Planning/Public Affairs 16 Medical Staff Relations/Recruitment 11 Mental Health/Substance Abuse 3 Nursing Services 13 Policy/Advocacy/Government Affairs 16 Quality Assurance/Utilization 16 Teaching/Academic Research 11 Other- Hospital Operations and Growth 16
Titlepixel.gifpixel.gif OTHER INFORMATIONpixel.gifEducationSalary Requirements Commensurate with experience Willingness to Relocate Anywhere within the US Where Are You Willing To Relocate CA CO CT DC DE FL GA IL LA MA MD ME NC NH NJ NY PA RI TN TX VA VT START OF SmartSource Data Collector TAG END OF SmartSource Data Collector TAG
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