Geothermal Senior Operations
Resume:
James O. Pernau
Jim adrtjn@r.postjobfree.com
***** ****** ***** **. ********, Wis., 54548
Summary
Successful CEO experience working in large, highly-matrixed hospital and clinic systems, using dyad management approach, well as independent clinics. Proven track record of driving strategic and performance outcomes, consistently achieving organizational goals. Recognized as being innovative, visionary, collaborative leader, able to develop “can do” teams. Actively involved in community development and leadership opportunities.
Core Accomplishments
•Achieved consistent positive financial results and excellent clinical outcomes as CEO of clinics hospitals, nursing homes, and HMO’s.
•Coordinated the total process from obtaining financing through the building of two new state of the art hospitals, and five affiliated multi-specialty clinics.
•Managed via collegial management style that focused on a culture of “can do,” continuous quality improvement and excellent patient-employee and physician satisfaction.
•Able to turn organizations from financially troubled to strong financially, quality driven, and sustainable.
•Career emphasis on personal and professional improvement with emphasis on doing good and having fun.
Professional Experience
2016-Present President Green Circle Consulting. Minocqua Wisconsin
•Provide CEO locum tenens coverage, strategic planning and organizational turn around services to clinics, and hospital boards and senior leaders. Also, focus on new healthcare facility design and building, CQI quality improvement, foundation development, and development of new community economic services/programs.
2005 – 2015 President Edgerton Hospital and Health Services, Edgerton Wisconsin.
•Led a financially troubled organization to a position of financial sustainability.
•Increased days cash on hand from 9 to 120, reduced AR from 105 to 50 days and AP from 90 to 55 days.
•Introduced “Healthy Village” vision focused on improving overall community health status.
•Led transition of old 86-bed facility which ranked in the lower 5% of the Press Ganey quality standards to a new state of the art 18-bed facility with major emphasis on ambulatory care and now ranks in the top 10%, quality ranking of Wis. Hospitals
•Obtained financing and assisted in managing construction of new 18-bed Critical Access Hospital, 60,000 square feet, 25.9 million budget.
•Hospital is the first geothermal powered Critical Access hospital in U.S.A.
•Worked with Dean, group practice organization, who built a new MOB attached to hospital (25 providers). And provided shared management services.
•Achieved new affiliate partner SSM Health care of Wisconsin, Baldridge award winner, who provided needed capital and acquired minority ownership stake.
•Created and implemented new vision/value system for entire organization entitled ICARE (Integrity, Compassion, Accountability, Respect and Excellence).
•Acquired Joint Commission Accreditation.
•Implemented EPIC Medical Records System. Ranked at HIMSS Level 7, which places hospital in the top 2% of hospitals in the country.
•Lead implementation of Studer Program.
•Developed foundation that raised over 7 million dollars.
2000 – 2004 President/CEO Spanish Peaks Regional Medical Center (Quorum affiliate). Walsenburg, Colorado (145 beds, 25 Critical Access, 120 VA LTC beds).
•Led turnaround of joint venture, 145 beds, district hospital and VA/State nursing home.
•Increased cash reserves from $510,000 to $1,200,000 and day’s cash-on-hand from 10 to 90 days.
•Developed and managed provider-based clinic and recruited several board-certified --physicians and mid-level providers.
•Led organization culture change that improved overall patient satisfaction scores from 22% to 96%
•Coordinated building of new 25 multi-speciality clinic and managed it.
1994 – 1999 President/CEO, Sterling Regional Medical Center, Banner Health Systems, Sterling, Colorado (48 beds).
•Served on Senior Operations Committee comprised of CEO’s of the company’s 4-hospital Colorado system.
•Developed strong management/leadership team with a positive “can-do” attitude.
•Increased net operating profit margin from 4.1% to 6.8% over five years.
•Increased JCAHO score from 72% to 94 %. Developed new product lines: outpatient dialysis unit, diagnostic center, outpatient surgical center, oncology clinic and home health,
•Increased cash reserves from $750,000 to $3.4 million. Managed and facilitated building of new 30-physician clinic, recruited several internists, family practitioners and nurse practitioners for the clinic.
•Also, maintained operation responsibility for East Morgan County Hospital, Brush, Colorado (25-beds)
•Led conversion of hospital to a Critical Access Hospital.
•Improved net operation budget from $2.7 million annual loss to $200,000 profit position.
•Coordinated building of new 40 multi-speciality clinic attached to hospital and managed it.
Early Career Summary
•Administrator Johnson Clinic, Rugby, North Dakota,
•Direct responsibility for management of 45 physician clinic and 4 satellite clinics. Nine year tenure
•Concurrently managed a successful rural HMO
•Assistant Administrator Marshfield Clinic. Marshfield, Wisconsin.
•Directly responsible for 22 clinical and support departments in a large multi- specialty clinic, 750 physicians.
•Served on building committee that was responsible for building the main Marshfield Clinic building.
Education
•Certified Six Sigma Lean Black Belt.
•AHA Health Forum, Creating Healthier Communities Fellowship Program, $25,000 scholarship.
•University of Missouri, Kansas City, Block Graduate School of Business Administration, Executive Program in Managed Care.
•University of Minnesota, I.S.P. Program, Hospital Administration Independent Study Program.
•University of Michigan, Ann Arbor, MI, M.H.A. -Foster G. McGraw Scholarship.
•Illinois Wesleyan University, Bloomington, IL, B.A. – Illinois State Scholarship.
Volunteer Leadership Experience
•President Emeritus, Hope Institute of Uganda, 200 bed hospital.
•Advisory Committee, Marketing Department, University of Wisconsin, Whitewater.
•President, North Dakota Medical Group Management Association.
•Habitat for Humanity
• Rotary Club
•Lutheran Church Council
Professional Affiliations
•American College of Health Care Executives, FACHE
•Medical Group Management Association, CMPE.
•Health Care Financial Management Association.
•University Michigan Program in Health Care Administration Alumni Association.
•University of Minnesota Program in Health Care Administration Alumni Association.
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