Air Force Medical

MARK E. CRUISE, M.B.A., CAAMA

Secret Security Clearance

Cell: 719-***-****

***********@*****.***

https://www.linkedin.com/in/mark-cruise-transitioning-824b2b139

HEALTH CARE EXECUTIVE

EXECUTIVE SUMMARY

Innovative executive with 20+ years of experience managing all aspects of healthcare operations. Recognized success in leading strategic, financial, and clinical management, across the world’s largest integrated and multi-matrixed healthcare system. Seasoned leader with cross-functional team leadership experience; achieving unprecedented market and revenue growth, clinical excellence, and ensuring regulatory compliance. Skilled at providing direction, administration, evaluation, and coordination of strategic policy and guidance. Adept at influencing and implementing value-based customer-centric strategies, successfully improving community health.

History of progressive leadership, with unparalleled record of excellence; Governor’s Quality Award and Best Hospital Award 2x

Global impact, built largest budget in Air Force history $166B, prepared Secretary of the Air Force for budget briefs to Congress

Transformational leader, led the Secretary of the Air Force Office in LEAN – “Every Dollar Counts” campaign, generating 11K proposals in 30 days, saving $860M; lauded by the Air Force COS for exceptional performance in aligning strategic initiatives

High proficiency leading professionals, teams, and administering policy for 7K employees at 692 hospitals and clinics world-wide

Consultant to the Asst Secretary of Defense Health Affairs and Veterans Health Affairs on joint capital asset investment planning

Exceptional analytical skills, with a “knack” for detecting emerging opportunities, threats; analyzing and formulating strategies

CORE COMPETENCIES

Strategic Leadership, Fiscal, Market, and Business Planning Management

Operational Management, Design Thinking and Process Improvement

Building Strategic Alliances and Partnerships…VA/CMS/HHS

Visionary Strategies, Strategic Planning, and Risk Management

Predictive and Prescriptive Analytics Complex Statistical Analysis

Public Speaking, Negotiations, Oral/Written Communications

Microsoft Office (Word, Excel, PowerPoint, Access, Note, Project); Business Intelligence (BI) SAS, SQL, Tableau, WEBI/BOXI, M2

PROFESSIONAL EXPERIENCE

Chief, Health Facilities Operations and Analytics

Defense Health Agency (DHA)

May 2015 – Present

Falls Church, VA

Leads, plans, and directs international team of 2K+ healthcare facility leaders across the Military Health System’s highly-matrixed enterprise consisting of 692 hospitals and clinics encompassing 74M square feet (SF) of infrastructure with a plant replacement value of $40B serving 9.4M patients. Essential to implementing $48B Defense Health Program, supporting the National Strategic Strategy.

Led formulation of $1B operation budget; responsible for sustaining, restoring and modernizing 2K+ capital assets globally

Directed real property policies, evaluated lifecycle cost, asset productivity, and co-authored 12 reports to congress (RTC); defined strategic enterprise, regional, and local goals, objectives, and KPIs; demonstrated shared-service’s operational effectiveness

453 healthcare facilities identified with space capacity; reduced footprint by 10M SF, saving $650M in MILCON funding

Provided, direction, and guidance to cross-functional teams and regional leaders; standardized enterprise-wide market strategies, collaboratively built DoD/VA’s first data-driven Joint Capital Asset Investment model; now scalable and reliable, saving $2B.

Planned, designed, implemented DHA’s next-generation “Predictive Analytics” technology; now enterprise vs tactically focused

Proof of concept-to-inception in 10-months, for a mere $670K; streamlined and re-organized Big Data migration, reduced 155 dispersed servers to four; saved $1.3M annually. Prepared enterprise data and leaders for advance analytics capability

Currently leads design of future-state enterprise analytics strategic plan, envisioning “Artificial Intelligence (AI)” capability

Chief Operating Officer (COO) and Clinic Administrator

Randolph Air Force Base (AFB) Clinic

July 2014 – May 2015

San Antonio, TX

Leads operational performance for four facilities delivering healthcare to 223K patients. Managed 351 military, civilian, and contractor personnel. Provided detailed strategic initiatives, business, and staff development plans. Responsible for $17M budget, $50M plant, equipment, and $3M IM/IT infrastructure. Administered business office, compliance, and risk management operations.

Led compliance program, prepared staff for AAAHC survey; QC’d 1K checklist items; “Outstanding” rating, no-discrepancies

Provided operational performance indicators, collaborated with 30 partners across 800 Sq mile complex multi-service market

Built strategic alliance with the VA, allocated dental space; provided dental care to 50K veterans; $20M network cost saved

DHA’s #1 pharmacy, recapturing 14K Rxs, recouping $890K; performance up 24%, recognized as #2 of 75 AF pharmacies

Set clinical, local, and network performance targets, enrollment up 9K, workload up 7%, capacity up 10%, and satisfaction up 5%

MARK E. CRUISE, M.B.A., CAAMA

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Chief, Air Force Medical Service (AFMS) Financial Performance Division

Office of the Air Force Surgeon General (AF/SG)

September 2011 – June 2014

Falls Church, VA

Leads, plans, and directs AF healthcare policy for 42K employees at 75 AF hospitals & clinics with a $5.4B budget. Responsible for AF-wide execution of the AF/SG’s financial performance plans. Led financial audits, analysis, and evaluation of budget based P/L statements. Ensured fiscal policy and strategy align and support AF operational goals and objectives. Directed administration of $6.5B DoD Medical Expense and Personnel Reporting System (MEPRS). Advises AF/SG on $4B Tri-Service Prospective Payment System (PPS). Provided policy, guidance, and direction, to multi-market operations supporting multiple intra-agency stakeholders.

Directed multi-market cross-functional team through DoD’s largest healthcare merger; Wilford Hall Medical Center and Brooke Army Medical Center, collaborative agreement realigning $83M resource support to newly commissioned 378 bed medical center

Provided key performance measures, built financial dashboards, and influenced new platforms improving quality, access and cost; transformed volume-driven model to value-based, patient-centered model enhanced clinical quality; saved $12M, satisfaction up

Program Manager for complex $4B PPS program; brought disparate clients together, fostered and strengthen strategic alliances with multiple external federal agencies; successfully drove business development and joint venture projects in excess of $150M+

Directed enterprise-wide annual performance review of $5B financial/business plan performance targets; exceeded goals by 5%

Chief Financial Officer (CFO), AFMS Medical Modernization and IM/IT

Office of the Air Force Surgeon General (AF/SG)

September 2010 – September 2011

Falls Church, VA

Directs AFMS’s financial operations for $392M Acquisitions and Research budget supporting 394 staff at six regional markets, medical modernization equipment and IM/IT infrastructure to 75 hospitals and clinics world-wide. Established fiscal policy, spend plans and led tri-annual financial reviews. Evaluated risk mitigation strategies, develops and implements corrective action plans.

Accountable for $110M operations budget across three Air Staff divisions; responsible for revenue, FTEs, and financial targets

Led expedited Acquisition and Research executions for AF medical modernization program; acquisition timeline cut six months

Negotiated $164M Acquisition contract funding strategy, prioritized upgrades; identified $55M medically critical equipment (i.e., MRI/CT systems) requirement at 16 facilities; ensured critical upgrades received, zero-downtime, and zero patient-safety issues

Initiated A123 Circular site visits; validated and certified financial processes; AFMS ready for CFO Compliance Act in one-year

Financial Management (FM) Fellow

Office of the Secretary of the Air Force (SecAF)

September 2009 – August 2010

Pentagon, Washington D.C.

Led budget decision support to senior executives, developed and prepared leadership on annual budget roll-out to the Office of the Secretary of Defense(OSD) and Congress. Prepared strategic budget analysis, assessed risk and formulated budget strategy, recommended and delivered $166B budget. Authored budget presentations for SecAF and Chief of Staff of the Air Force (CSAF). Served as FM focal point for media inquiries; orchestrated Program and Budget Review, and led FM integration strategies.

Prepared and coordinated $166B budget, largest in AF history, action officer on FY10 $54B Defense Health Plan program review, realigned $20B Overseas Contingency Operations (OCO) budget per OSD directive; sustained warfighters and medics

Developed responses to time-sensitive inquiries from Congress, OMB, GAO, and Joint Staff; served as SAF/FMB action officer

Analyzed GAO obligation (P/L statements) audit; DoD officials concurred, prompting fiscal realignment, avoided ADA violation

Co-lead on the AF-FM’s Business Transformation Office team, generated $53M for “FIRST”…AF’s new finance system

Chief Business Operations and Development

Anchorage Multi-Service Market (AMSM) – Elmendorf AFB Hospital

August 2006 – August 2009

Anchorage, AK

Leads, plans, and directs $54M multi-service market business operations for DoD/VA Joint Venture (JV) serving 106K covered lives. Prepares $30M private sector care analysis, develops joint strategic planning resourcing initiatives, venture capital investment strategies, and joint incentive fund proposals. Prepares, negotiates, and concludes market business plan. Leads overall market business development efforts and analyzes market performance. Facilitates, fosters, and builds strong relationships with local and federal healthcare organizations. Detailed knowledge of CPT, HCPS, ICD9 and 10, and keen understanding of risk adjustment methodologies and approaches supporting accurate coding compliance.

Authored $54M AMSM Market business plan; prepared business case analysis on $92M internal and external expenditures, yielding a combined ROI $12M annually; customer satisfaction spiked to 94% highly satisfied – best to date

Hospital exceeded annual business plan by 10%, from worst-to-first in the AFMS enterprise in 12 months

Analyzed, planned, and implemented multiple joint venture capital investments with a combined value of $18M; 6-bed sleep lab, refractive eye surgery, added 2nd MRI, and built a mini-TBI center; results -- gained 94 FTEs, workload up 30%, saved $20M

Led and facilitated joint venture strategic planning efforts between DoD, VA, and Indian Health Services; fostered strategic alliances with Alaska’s Federal Health Care Partnership and reinforced Anchorage’s Healthcare Concept of Operations plan

Partnered with physicians; championed strong relationship building; aligned clinical requirements with operational demand

Efforts culminated in Elmendorf Hospital winning the Surgeon General’s “Best Hospital of the Year Award” 2x -- 2007 & 2008

MARK E. CRUISE, M.B.A., CAAMA

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Chief Financial Officer, Director of Human Resources, and Health Plans Operations Officer

Hanscom Air Force Base Clinic

June 2004 – July 2006

Bedford, MA

Directs financial, human resources, and managed care operations with $20M budget, 154 staff, serving 65K covered lives. Manages business office functions including $5M annual claims and bill processing, third-party liability, medical travel, debt collection and enrollment. Responsible for arranging specialty services across 20 health plans through an extensive referral network market. Negotiates medical benefits, access, and costs, with network and local providers, payer’s, and managed care contractors.

Financial wizard, built budget forecast, identified $4.8M revenue decline and budget shortfall, creatively realigned and reenergized three business offices, interviewed, hired, and trained additional third-party clerks; revenue jumped 10% to $12.4M

Led successful transition of next generation managed care support contract (Health Net Federal Service Inc.); negotiated thousands of process changes; directed 80 TRICARE briefings, provided health benefits advice to 65K, no interruption of care

Innovative solution to failing Consult Management office, now clinically led, revamped workflow; referral processing up 30%

Overhauled KPIs, 5-year business plan, executed $20M budget; performance up 10% and customer satisfaction spiked to 94%

Recognized as the Command's 2005 Outstanding Health Plan's Management Officer of the Year

Director Business Development/Analysis & Data Quality Manager

US Air Force Academy Hospital

May 2003 – June 2004

Colorado Springs, CO

Directs business development operations, analysis, and data quality management for the AF’s third largest health system. Manages the reporting of 270K visits and $86M in operating expenses. Initiates, develops, and implements business development proposals to increase hospital capabilities and lower cost. Conducts economic analyses including business case analyses. Key adviser to the CEO.

Prepared 5-year business plan, increased budget $9M, successfully reformed data quality accuracy; key to “O” rating from TJC

Project manager for $4.2M congressional mandated Specialty Care Optimization pilot, lauded by the Asst Secretary of Defense, Health Affairs; outpatient visits up 9%, surgical caseload up 32%, saved $1.5M annually in network expense

Visionary, created first-ever, Data Analysis Team prepared 165 ad hoc reports in 3 days--key to redesigning hospital's KPIs

Discovered Ambulatory Data coding discrepancy –compliance at 83%, upgraded ICD - CPT codes; coding compliance now 96%

Expeditionary Medical Administrator

332d Air Expeditionary Wing (AEW)

February 2003 – May 2003

Al Jaber Air Base, Kuwait

Hand selected above more experienced Administrators to deploy on short notice orders in support of Operation IRAQ FREEDOM

Led 125 battlefield medics in a high-stress, complex, ambiguous, and hostile environment; delivered medical care to warfighters

Combat-tested; medical operations ready three-days of arriving in theater; only hours prior to “Shock and Awe”; zero fatalities

Established command and control, communication, logistics, reporting responsibility, and staffed the survival recovery unit in the Air Operations Center; lauded as a key contributor to the 332d AEW's earning the Air Force Outstanding Unit Award with Valor

Group Practice Administrator

US Air Force Academy Hospital

August 2001 – February 2003

Colorado Springs, CO

Leads, plans, directs, and organizes 17 clinicians and 60 support staff, delivering primary care services to 25K enrolled beneficiaries generating 265K visits. Directs business operations, scheduling, coding, budgeting, staffing, medical records, and logistics. Identifying cost-effective resourcing strategies, streamlining and standardizing clinical operations, patient flow, increasing efficiency, improving access, quality and customer satisfaction. Manages call-center day-to-day operations, billing, coached and trained staff.

Negotiated sweeping changes with resistant clinicians; optimized clinic schedules, re-engineered patient flow, transformed provider-centered practice model to patient-centered model; access up 33%

Project manager on replacement of $400K automated telephone system, cracked appointment line access issue; wait down 25%

Analyzed PCM panels, realigned 5K high-utilizer with senior provider panels; provider satisfaction up and availability rose 12%

Mentored, coached, and trained junior GPMs on productivity analysis/scheduling/practice operations; performance up 37%

Hospital Quality Adviser & Assistant Risk Manager

Luke Air Force Base Hospital

June 1998 – July 2001

Phoenix, AZ

Manages hospital quality and risk management programs, principal advisor to the CEO, COO, CMO and CNO. Responsible for establishing a systematic process improvement culture, identify, analyze, report, and reduce process variation and risk. Conducts compliance and risk assessments, investigates and prepares incident reports. Evaluates, recommends, and implements policy and process changes. Educates staff on Total Quality Management (TQM), statistical process control, and self-inspection criteria.

Designed, facilitated, and taught continuous improvement classes, TQM classes, Six-sigma classes; trained 900+ employees

Led and directed The Joint Commission (TJC) self-inspection program, monitored/reported HEDIS and NCQA quality measures

Investigated, reported and conducted root-cause analysis on Sentinel Events and Near-Misses to the TJC, retained clinical staff

Quality and risk management program validated by TJC surveyors and Malcolm Baldridge surveyors from the Governor’s Office; hospital won the 1999 Arizona Governor’s State Quality Award and earned an “Outstanding” rating from the TJC survey

MARK E. CRUISE, M.B.A., CAAMA

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PROFESSIONAL/LEADERSHIP EDUCATION

M.B.A., Healthcare Management – 3.9 GPA; Western International University, Phoenix, AZ, 2000

B.S., Business Administration – 3.7 GPA; Wayland Baptist University, Plainview, TX, 1998

(Cum Laude)

Executive Skills Training – Senior Executive Level, 1-week, San Antonio, TX, 2014

Commanders Course – Senior Executive Level, 1-week, Randolph Air Force Base (AFB), TX, 2014

Secretary of the Air Force Financial Management Fellowship – Senior Executive Level, Pentagon, Washington, D.C. 2009-2010

Defense Financial Management and Comptroller School (DFMC) – Senior Executive Level, four weeks, Maxwell AFB, AL 2010

Air Command and Staff College – Senior Executive Level, one-year program, Maxwell, AFB, AL 2008-2009

Health Services Administrator’s School, – Director Level, eleven-week program, Sheppard AFB, TX 2001

Squadron Officers School – Director Level, six-week program, Maxwell AFB, AL, 2001

CERTIFICATION AND PROFESSIONAL AFFILIATIONS

American Academy of Medical Administration (AAMA), Board Certified, CAAMA

Delta Mu Delta, International Honor Society in Business

AWARDS

2007 & 2008 United States Air Force Surgeon General’s “Best Hospital in the Air Force Award” twice

2006 Veterans’ Health Administration’s (VHA), Captain Bruno Excellence Award

2005 United States Air Force Material Command’s Health Plans Management Officer of the Year Award

2001-2008 Company Grade Officer of Quarter Awards (Multiple Awards)

1999 Arizona Governor’s State Quality Award…the only DoD agency to ever win this award at the time

1997 United States Air Force, Health Plan Management Non-Commissioned Officer of the Year Award

REFERENCES AVAILABLE ON REQUEST

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