Marc A Hurst

***** ********* ****

Noblesville Indiana, 46062

Cell: 317-***-****

Email: adwrgi@r.postjobfree.com

CAREER SUMMARY

Senior Level multiple facility health care managers with the ability to ensure positive financial and clinical outcomes through a myriad of performance improvement plans and long term strategic planning. Ethical decision maker with the highest regards for patient and employee satisfaction, unparalleled knowledge of the healthcare industry; and the ability to organize a business plan to impact an operation in a positive manner, both on the bottom line and for clinical outcomes, notably a steward of company resources, a keen knowledge of team development, and an understanding of the positive impact that constant quality improvement has on an organization.

PROFESSIONAL EXPERIENCE

Exceptional Living Centers

May 2017-Present

Chief Operating/ Strategy Officer and Executive Vice President

Responsible for the growth of the company organically and inorganically. Developing specialty programs, finding new streams of revenue, and evaluating mergers and acquisitions. 2022 company revenues exceeded 160,000,000.00. January facility only revenue (excluding management company, rehab company, and provider practice), revenues were over 15,000,000.00 (330 PPD)

Overall Objectives:

Executive demeanor and presence

Strive to be transparent, innovative, trusted

Engage leadership to create a vision

Consummate team builder

Participates in the development of the company's strategic plan

Prepares short- and long-range capital plans and recommendations

Head of PDPM Transition Team

Review of new business

Oversight of acquisitions

Developed Specialty programming including Respiratory Recovery Units, Ventilator Units, Dialysis Units, and Addiction Recovery

Champion change initiatives

Assesses opportunities for new revenue streams

Telehealth

ARNP program

Provider Organization to offer primary care, chronic care management, telemedicine, and continuous monitoring

Establishes relationships across the continuum of care

Build relationships with healthcare providers

Establish relationships with internal and external customers

Represent the organization before governmental, business, and citizen groups

American Senior Communities

May 2016- May 2017

Vice President of Strategic Initiatives for 90 facilities across Indiana

Continued refinement and evaluation of current programming to increase our market share and develop more of our core business

Develop true short term programming Cardiac, Pulmonary, Orthopedic, Neurology

Refinement of Memory Care Programming, development of three tier programming Adult Day Care and Assisted Living, Current Memory Care Programming, and Development of Palliative driven end of life program

Development of State wide based provider network

Expansion of team of providers that will be a compliment to Medical Directors and lead by CMO to redefine Long Term Care and Post-Acute Care in SNF

Outpatient Therapy inclusion in product line

Due Diligence and review of Home Health and Hospice Company

Evaluate purchase versus build

Organic Growth of Outpatient Therapy

Offering to AL and Garden Home Resident

Build out a Chronic Care Management Program driven by providers

Evaluate creation of PACE program development

Access Geriatric Acute Crisis Centers for inclusion in portfolio

Review potential acquisitions

Opening of Referral Center for Transitional Care Coordination

Evaluate all current and physician contracts to ensure compliance and FMV

Creation of quality based bonus programs to reward Medical Directors for reduction of set company metrics that are in accordance with ACO and other payment models metrics

Vice President of Operations;

Responsible for overall operations of 38 Nursing Centers in the state of Indiana with budgeted revenues of $520,000,000

Consulate Healthcare Management, Vice President of Operations

September 2013- May 2016

Overall responsibility for 10 Long Term Care Facilities located in Indiana, Kentucky and Wisconsin

Responsible for annual revenues of 70,500,000.00

Development of specialty program that benefits local health systems

Expansion of Post-Acute programming including Long Term Ventilator and Dialysis Units

Formed Medical Advisory Boards

Increased focus on Servant Leadership tactical learning for facility staff

Development of specialized, focused marketing plans (52 Weeks of Care)

Increased awareness of building on metrics to increase 5 star rating

ACO induction for 4 of the ten buildings

Created AR reduction plans for each building above standard

Kindred Healthcare January 2009 to September 2013 (Six Month engagement with Life Care Centers of America)

Kindred Hospitals of Indianapolis, Market CEO

May 2012 to September 2013

Indianapolis Indiana

Responsible for Indianapolis Hospital Operations

Direct all functions of hospitals in accordance with the overall policies established by the Governing Board and in compliance with regulatory agencies, in order that the tactical objectives of the hospital are attained. Provide leadership and directives in promoting the efficient, economical, and effective utilization of hospital resources to meet the identified needs of community through quality medical care and health service programs.

Overall responsibility for hospital operations in the Indianapolis Market with revenues of 64,000,000.00

Participation in ACOs with Indianapolis based health systems

Hospital exceeding Net Promoter Score target of 4.75

Continually work with sales team to offer opportunities to grow hospital census

Work with leadership to develop annual budgets and marketing plans

Improved operations to be able to react to low volume times

Recruited new physician group to replace Locum Tenums

Exceed hospital quality goals and objectives

Six month turnaround to exceed budgeted EBITDARM, operating margin of 15% increased exceeded budgeted 21%

Life Care Centers of America, Regional Vice President (September 2011-May 2012)

Overall responsibility for 7 Long Term Care Facilities located in Indiana

Responsible for annual revenues of 74,000,000.00

Exceeding operating margin of 22%

Completed INTERACT II training for facilities

Developed specialty program that benefits local health systems

Recruited first full time physician for facility in Indiana as part of the Life Care Centers physician initiative

All facilities remain JCAHO certifification

Kindred Healthcare, District Director of Operations, Indiana

May 2010-August 2011

Overall responsibility for 15 Long Term Care Facilities located in Indiana

Responsible for annual revenues of 171,000,000.00

Exceeded EBITDARM margins of twenty percent

Customer Satisfaction surveys exceeded 88% “would recommend”

Developed strategies with local health systems to become the strategic post acute partner.

Recruited and retained specialty physicians

Developed Joint Operating Committees with health systems in specific markets

Organized Medical Advisory Committees

Accountable to stakeholders for positive regulatory outcomes

Kindred Hospital Indianapolis, Indianapolis Indiana

A 60-bed long-term acute care specialty hospital

January 2009- May 2010

Administrator

Direct all functions of the hospital in accordance with the overall policies established by the Governing Board and in compliance with regulatory agencies, in order that the tactical objectives of the hospital are attained. Provide leadership and directives in promoting the efficient, economical, and effective utilization of hospital resources to meet the identified needs of community through quality medical care and health service programs.

Responsible for annual revenues of 24,000,000.00

Overall responsibility for hospital operations, reporting to the Market CEO

Increased revenues and operating performance, hospital currently ranks in the top 5 of all hospitals within the division based on performance metrics

Hospital exceeding Net Promoter Score target of 4.5

Reduced turnover by fostering a culture of transparency from leadership to line staff

Improved operations to be able to react to low volume times

Recruit and coordinate key physicians to promote hospital programming and growth

Renaissance Healthcare Group, Indianapolis, Indiana

May 2003- December 2008

A small privately held management and operational healthcare company that managed two skilled nursing facilities in Indiana and a Specialty Hospital located in Indiana.

Chief Operating Officer

Directly responsible for the day-to-day operations of a 32 Bed Specialty Hospital and over site of an 80 bed SNF and a 132 Bed SNF.

Direct report to the President/CEO of the company

Responsible for managing annual budgets of 20,000,000.00.

NOI for all three operations exceeded budget.

Developed a hospital in a Bankrupt nursing home allowing two businesses to be housed within one facility.

Introduced a quality assurance patient focused care program to the two Skilled Nursing Facilities.

Developed and introduced “Key Item Reporting” tools for the administrators manage key clinical and financial indicators for their operations

Increased census and revenue in all three operations from losing money or startups to being profitable for the years 2006, 2007, and 2008

Developed systems that enabled facilities to remain in substantial compliance through a quality assurance program

Developed annual goals and marketing plans

Liaison between Board of Directors and Medical Staff

Worked with and managed a medical staff of over 50 providers

Worked as lead consultant and manager to Tutera Healthcare to develop a ventilator unit at Cambridge Manor, and worked as consultant and operations specialist in Louisiana during Hurricane Katrina and Hurricane Rita

Kindred Healthcare, Indiana 2001-2003

Area Administrator

Responsible for operations of four Long Term Care Facilities in the state of Indiana; Regency Place of Castleton, Windsor Health and Rehabilitation located in Kokomo, Bremen Health Care Center located in Bremen, and Regency Place of Dyer located in Dyer.

Reduced Agency between the four buildings from over 85,000.00 dollars a month to zero within the first year.

Reduced building acquired wounds from over 30% of the population at Regency Place of Castleton to less than 2% in the first 90 days of being the Administrator

Exceeded EBITDARM in each of the three years I was the Area Administrator.

Increased Census and payer mix at Regency Place of Castleton with niche programming.

Three of the four facilities received perfect or substantial compliance annual surveys during my tenure of as Area Administrator.

Worked as special advisor for Kindred facilities in other states that were having compliance issues.

Integrated Health Services at Cambridge of Indianapolis 1997 – 2001

Administrator

Responsible for 147 Bed JCAHO certified facility. Increased Medicare utilization, repaired credibility with local referral sources and the facility received a perfect survey in 1999. Increased revenues of facility and exceeded NOI within 12 months of taking the facility over.

Transitional Health Services

1995 – 1997

Administrator

100 Bed Skilled Nursing Facility in Connersville Indiana, converted 20 rooms to rehabilitation center to maximize utilization of Medicare Space

EDUCATION

Liberty University, Lynchburg Virginia

Masters of Arts in Management and Leadership

Bethel University Mishawaka Indiana

Bachelor of Science in Organizational Management

PROFESSIONAL LICENSURE/AFFILIATIONS

Comprehensive Health Facility Administrator 14003937A

American College of Health Care Executives

American College of Health Care Administrators

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