Hospital Medical

Jerry Gillman

Email: *********@********.***

Address: *** ** **** ****

City: Ocala

State: FL

Zip: 34480

Country: USA

Phone: 818-***-****

Skill Level: Senior

Salary Range: $120,000

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

JERRY E. GILLMAN MBHA

Ocala, Fl 344**-***-*** 4846 Cell 818-***-**** *********@*****.***

HEALTHCARE BUSINESS & OPERATIONS OFFICER

SENIOR HOSPITAL AND HEALTHCARE EXECUTIVE with 30+ years of distinctive industry experience. Achieved significant turnarounds at seven different hospitals and created successful Surgical Specialty Organization. The company also developed web-based electronic patient record software.

Core Competencies:

Business Development & Growth Strategies Acquisition & Divestiture

P&L Turnaround: Streamlining & Cost Control Physician Recruitment & Retention

Market & Product Strategy, Launch & Positioning Staffing and Employee Relations

Joint Ventures & Strategic Partnerships Regulatory Direction

QUALITY HEALTHCARE SERVICES Current

President and CEO

This company is providing consultation services to hospitals and physicians in Florida and California. The primary assignments are Business Development and regulatory matters.

TRI COUNTY HOSPITAL - WILLISTON, FL 2010 - 2013

President and CEO

By immediately taking corrective action our team rescued the hospital from potential closure, due to "Medicare Conditions Out". We initiated the formation of an Accountable Care Organization. We operated a busy Rural Health Clinic, Outpatient Psychiatric Program and added core services such as Respiratory Therapy, Inpatient Dialysis and Physical Therapy. As majority owner of the hospital I coordinated the sale of the facility to an investment group interested in converting the facility to a specialty hospital.

HEALTHWISE TECHNOLOGIES, Oxnard, Ca 1997 - 2010

President and CEO

This is a Healthcare Technology and management company that was an extension of JEG Diversified Healthcare (LivLite) in response to market changes and market need. Significant accomplishments include

Steered he creation, marketing, sales, and divestiture of a web-based electronic medical record (EMR) software suite, Patient Tracker. Patient Tracker is used by hospitals in seven states and is certified by the American Society for Metabolic and Bariatric Surgery (ASMBS).

Enabled ASMBS Centers of Excellence designation for surgical weight loss programs in multiple hospitals, including Geary Community Hospital in Kansas, Baptist Memorial in Mississippi, and Deaconess Hospital in Indiana, through marketing consultation services.

Expanded market reach in the continued direction of the LivLite Surgical Weight Loss Program flagship brand. Strengthened lead capabilities through database creation for capture and management of patient leads.

SANGER GENERAL HOSPITAL, Fresno, Ca 2000 - 2002

President & CEO

While overseeing the operation of JEG Diversified Healthcare I successfully transformed this 33 bed facility to better serve community need. We sold the facility to an outside investor.

Jerry E. Gillman 352-***-**** cell 818-***-**** *********@*****.*** 2

JEG DIVERSIFIED HEALTHCARE, Oxnard & Woodland Hills, Ca 1997 - 2010

President & CEO

Conceived, established, and directed this $7 million specialty healthcare enterprise, as sole owner, primary marketer, and business development strategist. Defined and drove partnership strategies while developing and directing a robust business infrastructure supporting sustainable growth of the LivLite (http://liv-lite.com) . LivLite is a turnkey hospital program for quick implementation, marketing and management.

Accomplishments at JEG Diversified (LivLite) include

Created and Marketed the LivLite Surgical Weight Loss Program brand producing ongoing revenue for LivLite and Partner hospitals through successful completion of 15,000+ weight-loss surgeries.

Secured 30 successful hospital partnerships - generating an additional $1 million in annual contribution margin revenue for the majority of the facilities.

Attracted, developed, and retained top talent and built solid strategic alliances to support business growth and program expansion.

Established and orchestrated an integral organizational vision utilizing people, process, and strategies that drove growth while ensuring business integrity.

Thompson Memorial Medical Center, Burbank, Ca 1995 - 1997

Chief Executive Officer: Strategized and directed business and operations as CEO and majority stockholder - creating solvency for the 100 - year-old, near bankrupt operation, then negotiating profitabl sale to Vencore (Kindred).

Produced a profitable return for the business as an average 10% margin through institution of profitable services including home health department, HIV unit, and bariatric surgery operations that doubled hospital utilization.

Energized the tip-line while controlling costs and improving operational efficiencies. Improved employee morale through facilitation of round-the clock employee forums, identification and resolution of key grievances, and continuation of an open-door management policy.

Westside Hospital, Los Angeles, Ca 1992 - 1995

Chief Executive Officer: Piloted financially-insolvent operation, scheduled for closure, to profit in less than one year. Earned special recognition by parent company, Epic Health for planning and leading business turnaround.

Identified and realized a $700,000 increase in monthly revenue, driving the creation of specialty foot/ankle program and a bariatric surgery program that added an average of 100 surgeries per month. Instituted a Podiatric Residency that established Westside as a podiatric teaching and referral center.

Initiated a joint venture partnership with 20 physicians attracting new patient utilization and revenue from internal medicine, gastroenterology, urology, general surgery, cardiology, and family practice areas.

Earned corporate marketing excellence award for efforts and success of team commitment to joint venture, podiatric specialty surgery program and unique urology program initiatives.

Midway Hospital Medical Center (Currently Olympic Hospital), Los Angeles, Ca 1987 - 1991

Chief Executive Office: Drove significant improvements in hospital occupancy, revenue, and physician satisfaction, reporting to managing company, Summit Health.

Converted more than $100,000 in monthly losses to monthly profits of $300,000 + through launch of new programs and services that mort than doubled average hospital occupancy.

Instituted a 24-hour full-service emergency department offering competitive distinguishers attractive to paramedics and police. Opened an emergency room lounge and conference room.

Jerry E. Gillman 352-***-**** Cell 818-***-**** *********@*****.*** 3

Earlier Healthcare Experience

Led three American Medical International (AMI) facilities, serving as Chief Executive Officer and turnaround driver for College Park, El Cajon Valley (now Scripts Valley), and Hawthorne Hospitals in El Cajon, San Diego and Hawthorne, Ca. (1979 - 1987). Managed all operations in AMI hospitals ranging in size from 100 - 200+ beds to profitable operations.

Special accomplishments at the American Medical International facilities include:

Doubled surgical volume and significantly increased daily patient volume for Hawthorne Hospital through design and implementation specialty surgery programs, capital improvements, and funding increases.

Led the industry with the design and implementation of the first patient-acutity-based pricing model(Medi-Stat) - driving a 1000% volume increase for College Park Hospital through pricing stating as low as $25 for minor emergency room visits.

Developed and sponsored a cataract surgery program for College Park Hospital, emerging as San Diego's busiest and earning national recognition for clinical excellence.

Expanded El Cajon Valley Hospital's reach and positive community image through creation of a Medi-Van mobile medical office to serve outlying communities.

Directed the Critical Access Littleton Regional Hospital (Littleton, New Hampshire) as Chief Executive Officer (1975 - 1979), Championed a major community fund raising effort for the expansion and renovation of the facility by achieving board and community consensus. Drove an increase in utilization through physician recruitment initiative. Improved hospital visibility and image as a community health partner through initiation of a weekly radio show, Healthbeat.

Education & Professional Development

Education

Xavier University, Cincinnati, Ohio

Master in Business Administration and Health Care Administration (MBHA)

Ohio Northern University, Ada, Ohio

Bachelor of Science in Pharmacy (BPharm)

Licensure (past)

Pharmacy licenses in Ohio and Connecticut

Presentation & Publication

"Avoiding Unionization Through Positive employee Relation

"The Psycology of Obesity" www.liv-lite.com/psychology.asp)

Professional Affiliations

American College of Healthcare Executives (ACHE)

Adaptive Business Leaders (ABL) Round Table

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