PROFILE

Healthcare executive and clinician with MBA and 25+ years’ experience in implementing process and quality improvement initiatives for hospitals, health plans and medical schools. Demonstrates leadership in orchestration of large–scale, multi-year initiatives ($25M budgets) and project teams (125 people). Identifies opportunities for process improvement and executes solutions that have improved patient outcomes and generated aggregate $38.3M+ in cost savings for healthcare clients.

Areas of Expertise

Clinician • Predictive Analytics • Solution Architecture • Strategic Planning • Process Reengineering • Analytics

Physician Interface • Technology Implementation • PMO • Care Coordination Process • Health Information Exchange

PROFESSIONAL EXPERIENCE

Chase Group, Ltd Traverse City, MI

Managing Principal 1999 – Present

Implement process redesign and technology initiatives ($500K to $25M budgets) for client portfolio of 20+ health plans, academic medical centers, flagship community hospitals, regional referral centers and group/faculty practices.

InnovAge: Directed $5.9M budget and team of 40 in design/development of system architecture and integration with three HIEs enabling physicians to exchange clinical information real time – created robust Population Management Platform (going live Sep 2015) for analytics/care management of chronically ill Medicare patients expected to decrease operating costs by estimated 5% and increase patient outcomes/longevity.

Geisinger Health Systems: Developed system architecture, managed RFP for integration of four systems and recruited team of 50+ in two-year development of $17.4M state-of the art care management system supporting care coordination of 400K patients in medical home environment with 22 office locations, five hospitals and 900 physicians resulted in reduction of admission rates by 2% and of readmission rate by 18%.

Bravo Health: Led team of 35 in $4.5M project to design/implement robust patient management system for 65,000 Medicare/Medicaid with special needs: Identified tool that could predict changes in health status and software that improved case management, and established four primary care clinics – reduction of hospital readmissions alone generated cost savings of $1.1M in first 12 months.

BCBS Massachusetts: Led team of 40 in health affordability/utilization management project to integrate authorization for drugs (pharmacy, home, office and mail) with existing online claims processing systems and HIPAA-compliant transactions – implementation of medical management generated $2.2M savings.

BCBS Michigan: Set up Project Management Office within Medicare Advantage to manage $25M project portfolio, implemented reporting and risk assessment and 90-day segmenting process to enhance delivery of previously stalled projects – in first quarter, delivered 12 of 12 project segments on time.

Universal American: Reengineered web-based enrollment process for provider of Medicare Advantage health insurance enabling real-time feedback to sales team – reduced number of FTEs processing applications and time required for enrollment from five weeks to eight days, generating cost savings of $1.1M on staffing alone.

Symbiox Health Network: As interim president, developed network of 55 MDs and application to DHHS for Shared Savings Program and designed Care Coordination Process integrating evidence-based medicine guidelines – achieved $700K cost savings by designing support network and implementing robust care management process.

Innovative Resources, Ltd Kansas City, MO

President 1986 - 1999

Built multidisciplinary consulting firm assisting 8+ healthcare clients in process and quality improvement initiatives:

Hamilton County Behavioral Health Network: Unified accounting, medical records/billing systems and clinical processes of 16 organizations into one management services organization facilitating sharing of uniform medical records and support systems among 600 clinicians.

Loyola Medical School: Negotiated 65 additional resident positions, expanding number of residency specialties by negotiating with City of Chicago for reopening of closed hospital.

Yale-New Haven Hospital: Facilitated performance improvement through implementation of process and procedure changes involving 125 faculty/community surgeons – increased operating room utilization rate by 22%.

MidState Medical Center: Unified culture of two hospitals (300 beds) with focus on continuous quality improvement through process design, resulting in greater strategic focus and $1.5M in cost savings.

Fairview Hospitals and Health System: Facilitated realignment of 68 staff positions, process improvement, and reduced accounts receivable from 72 to 43 days.

Saint Joseph Health Center/Mercy Hospital and Medical Center: Developed/implemented quality management program, involving all 1300 employees and physicians, realizing first-year savings of $3.0M+ and $3.5M+ in second year.

Midwest Research Institute Kansas City, MO

Not-for-profit "think tank" established to provide research and development services to businesses in Midwest. 1982 - 1986

Director, Management Advisory Services (1982 - 1986)

Established management specialists serving portfolio of clients dealing with organizational change. Managed $100M international project involving operations and research in US and Saudi Arabia.

Executive Director, Mid-America Coalition on Health Care (executive on loan) (1982 - 1984)

Formulated Coalition strategies and managed activities. Editor of book: Managing Health Care Costs.

Hay Group Washington, DC

Senior Management Consultant 1981 to 1982

Global HR consulting firm specializing in strategic planning, mergers, compensation, gain-sharing and incentive compensation. Led project management and technical direction for clients including DOE, Midwest Research Institute (MRI), Arthur Young and New York and Rhode Island state legislatures.

US Department of Health and Human Services Washington, DC

Assistant to Secretary 1980 to 1981

Designed and assessed national health proposals involving Medicare, Medicaid, State, employer health care, health maintenance organizations, and private sector initiatives.

Designed computerized econometric model adopted by DHHS, OMB and Congressional Budget Office.

State of Michigan Lansing, MI

1975 to 1980

Chief Information Officer/Chief Financial Officer (1978 to 1980)

Led team of 1,200 in management of financial, budget, strategic planning, MIS, systems design and HR functions for $2.5B public agency. Designed/implemented responsibility accounting system generating $1M savings.

State Medicaid Director (1975 to 1978)

Directed policy, financial, and operational issues for $1B state Medicaid program. Designed and implemented financial and fraud detection systems generating $70M in savings.

EDUCATION

Duke University Durham, NC

MBA, Finance and Informatics

Fairleigh Dickinson University Teaneck, NJ

DMD

Franklin and Marshall College Lancaster, PA

Math and Physics

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