- Hospital CEOs, CFOs, and CIOs
Biotechnology (CEOs who are MDs, PhDs)
Major healthcare providers (including HMOs, clinics)
Healthcare vendors (Enterprise software, Diagnostic equipment, DME)
Our Hospital CEOs are in high demand as Interim CEOs for restructurings, transition management, and crisis management assignments. Typical assignments are six to twelve months in duration for facilities ranging in size from rural to multi-campus urban centers. No relocation is required, as commuting to and from the CxO’s home base is common.
Our Healthcare Management Group can provide an executive management team for a wide-range of assignments to meet and exceed your organization’s objectives.
From an article published by the American College of Healthcare Executives:
Hospital CEO Turnover Rate Increases
CHICAGO, March 10, 2014—Hospital CEO turnover increased in 2013, tracking at 20 percent, according to a recent report from the American College of Healthcare Executives. This is the highest rate reported since ACHE began analyzing these numbers in 1981. The turnover rate in 2012 was 17 percent, and in 2011 and 2012 it was 16 percent. The annual rate has fluctuated between 14 and 18 percent in the decade prior to 2013.
“The increase in the turnover rate may be indicative of a combination of factors, including an increased number of baby boomers seeking retirement, the emerging trend toward consolidation in our industry and the complexity and amount of change going on in healthcare today,” said Deborah J. Bowen, FACHE, CAE, president and CEO of ACHE. “The increase in the rate reinforces the need for healthcare leaders to work with their boards to ensure appropriate succession plans are in place.”
ACHE’s CEO turnover rates are based on changes in an organization’s chief executive officer as reported to the American Hospital Association.
Sample profiles of our CxOs include the following:
Chief Executive Officer with significant P & L experience, a record of growth, and improving financial and quality performance of complex organizations in American and Canadian companies. Executive experience includes healthcare, health-related and service companies; for-profit and not-for-profit; public and private; American and Canadian organizations. Skills include leadership, turnaround, change, and business development. Highly successful in strategy, marketing, sales, and contract negotiation. Operational accountability has included $550 million in revenue (U.S.), 30,000 employees, and 10,000 properties in 44 States. Governance experience has included 23 Boards of Directors and 3 roles as Chairman.
President and Chief Executive Officer of a 150 year-old health system comprising an urban teaching hospital, a rehabilitation hospital, a physician management company, a continuing care retirement community, a home health care company, and other related entities. Included an HMO/PPO serving 325,000 lives. Its annual gross revenue was approximately $600 million and employed 2000 people. Converted a loss of $16 million to a profit of $3 million within two years and a subsequent profit of $11 million. Increased cash and investments from $42 million to $138 million and improved technology and physical plant with $129 million of investments. Grew medical staff, market share, patient and physician satisfaction, quality and patient safety, new programs, and a first class management team while reducing nurse turnover, accounts receivable, and litigation against the organization. Chaired numerous Boards, Diplomate – ACHCE, Former HCA SVP. M.A. in Hospital Administration.
COO and CFO – Pharmaceuticals: In order to create tangible shareholder value it was imperative that we move some pre-clinical compounds into development and find a partner/acquirer; otherwise the company was in significant danger of running out of investment capital.
We undertook a world-wide business development initiative to locate a potential acquirer. We spoke to virtually every major pharmaceutical company worldwide in order to find a suitable acquirer. Through our efforts, we were able to create a bidding war with multiple suitors for these early compounds. Ultimately, the company was acquired in a transaction that was valued at more than $120 million. Having taken what appeared to be a dire situation for the company when the Phase II Trial failed, and then negotiating and structuring a successful exit for the shareholders, was a classic example of turning “lemons into lemonade.”
President and CEO for a healthcare system with a combined net revenue of $700 million, an average daily census of 610 patients and 3,200 employees. Reorganized the senior leadership roles and responsibilities at two hospitals. Recruited chief operations officer, chief financial officer, vice president of operations, and the interim chair of medicine and cardiac surgery. Formulated specific hospital strategies and plans that focused on facilities, physician growth and market expansion. Re-established a positive medical staff morale through specific MD communication activities and projects, including the formation of a committee of key medical staff leaders. Established growth goals for the specialty and primary care networks through individual practice initiatives and recruiting. Recruited three to four new MDs, expanded ancillary services and increased revenue by 3%. Increased accountability for department chiefs in all areas of the operation and clinical activities, including cost reductions of 7% and growth goals of 3.5%. Created cost management objectives, reducing FTEs by 350 employees over an eight-month period. Achieved a $14.4 million change compared to the prior year. Directed the facility master plan for two hospitals. Successfully recruited MDs in core clinical services and in areas of community need (family practice, obstetrics/gynecology oncology, cardiology, breast surgery, neurosurgery, general surgery and internal medicine). Set up centers of excellence for cardiology as well as bariatric and general surgery.
Please Contact Us for additional profiles or if you have any questions.