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Click here or scroll down to respond to this candidateCandidate's Name , Sr., MPA, LFACHEStreet Address Mobile: PHONE NUMBER AVAILABLE EMAIL AVAILABLESUMMARYMasters prepared, board certified, seasoned top-level healthcare executive (CEO). Uniquely diverse leadership and operational background with extensive successes directing complex healthcare operations worldwide. Creates superb organizational performance; experienced and skilled in directing, facilitating strategic business development, growth, long-term planning, maximizing financial and revenue cycle management, cultural and operational turnaround, developing accountability systems and core processes, while continually enhancing operational effectiveness and performance of the medical practices and health system. Fluent in Spanish and conversational Italian.EXPERIENCEDirector, South Operation, TriWest Healthcare Alliance Phoenix, AZ 03/28/2024- PresentOversees regional operations for Texas, New Mexico, Oklahoma, Arkansas and Louisiana DoD medical treatment facilities (Army, Air Force, Navy and Coast Guard). Develops and maintains a clear understanding of TriWests contracted responsibilities and performance requirements of the VAs Community Care Network and the DoDs TRICARE West Region managed care support contract. Maintains ongoing communications and functions as the primary TriWest POC for the assigned medical facility leadership and their staffs regarding services and support provided by TriWest departments. Meets with medical facility leadership on a monthly basis to gauge ongoing support, adjust to capabilities and capacity changes, prepare for contingencies, identify issues and challenges, and assess other ongoing needs.oEducates medical facility staff regarding TriWest processes and systems and provides direct support andoassistance to them regarding business plan development and updates.oDevelops proposals for improved healthcare delivery and care coordination between the medical facilitiesohealthcare system, and community healthcare.oSupports the integration of referral management, medical management, provider services, and claims withothe provider network.oMonitors, evaluates, and advises leadership regarding TriWests performance of customer service, contract requirements and the quality and effectiveness of integrated operations between the direct care system and provider network.oServes as a member of the TRICARE Readiness, Integration, and Delivery (TRIAD) team and as TriWest's primary representative to medical facility leadership and their staffs and the TRICARE beneficiary communities within a specified geographic Service Area.oFunctions as an advisor to medical facility leadership regarding updates for network adequacy, to the MTFCapability and Capacity Tool, and how TriWest may assist in supporting the medical facility staffKnowledge Skills and Abilities (KSAs) and optimization objectives and to identify any upcoming changes that may require adjustments to the network, as appropriate. If changes are required, the incumbent will work with medical facility leadership and TW staff to update KSAs in the TriWest MTF Optimization Toolsets Capability and Capacity table.oCollaborates with medical facility leadership, and applicable Coast Guard, Special Operations Forces, and/or National Guard leadership to establish communication channels that facilitate improved treatment planning or escalation of care when needed.oDevelops, monitors compliance, initiates change as needed, and annually reviews the Memorandum ofoUnderstanding (MOU) and Statement of Responsibility, if required, with each DoD medical facility in their assigned regional area of responsibility.oOversees beneficiary education activities and supervises and supports the Beneficiary Education andoServices Representative(s) within their assigned regional area of responsibility.oPlans and facilitates TriWest participation and response to MTF contingency exercises.Co-Founder/Managing Director/Chief Executive Officer, Curant Health Group New Braunfels, TX 06/02/2021 02/15/2024oCo-Founder and Managing Director of start-up managed care organization Curant Health Group, Inc., which operates home health, hospice and personal care service agencies that improve the health, well-being and quality of life of home care patients and their families.oAcquired two (2) home health agencies in Mission and Edinburg, TX in November 2021oLeading transition of two new acquisitions.oDeveloping complimentary vertical service line support creating sizeable opportunities in synergy and process standardization.oFocused on use of next-generation technologies, mobile applications, remote monitoring and telemedicine, telehealth, teleradiology, telemonitoring to enhance care giving relationships with patients and family members in delivery of home healthcare.oAdministrator, Expert Primary Home Health, LLC- Personal Home Care agency as of August 2023.Executive Associate Commissioner, Medicaid Operations, Texas Health and Human Services Austin, TX 02/01/2021 06/01/2021 (Interim)Texas Medicaid Operations serving over 4 million Texans.oLed strategic and operational oversight of 30 billion statewide funded programoProvided operational oversight and direction for the pharmacy Vendor Drug Program, Programs for All- Inclusive Care for Elderly, Contract Administration, Provider Monitoring, Intellectual and Developmental Disability Program, Eligibility and Support and all functions related to Claims Management System.Chief Executive Officer, Trusted Medical Centers Dallas/Fort Worth (Metroplex), TX 05/03/2019 11/11/2019.Freestanding Emergency Center (FEC) and Micro-Hospital Healthcare Management, multi-site system; eight (8) FEC site; $84 million; 30+ medical staff, 220 staff; metroplex/mid-cities network.oLed the strategic planning, directing and coordinating of system operations for growth. Began with 3 struggling FECs, enhanced operational effectiveness, adding five (5) FECs.o Provided direct leadership via active involvement in planning, directing, monitoring and improving overall performance in clinical services delivery ensuring physician engagement and alignment.oFull P&L accountability and responsibility for executing topline strategy of all areas of enterprise growth.oIdentify opportunities for Trusted to leverage cross-program strengths (Urgent Care, Pedi-Care, micro- hospital, and new service line offerings) to take advantage of new opportunities and/or to address organizational challenges (addressing market changes and needs).oLead, coach, develop a system of value, create an accountable culture, and retain high-performance facility management team with an emphasis on culture and brand.oLed acquisition and transition of five (5) FECs with zero operational issues, opening on time and under budget, while undergoing two FEC state surveyed inspections with zero deficiencies (regulatory/compliance).oCreated and prepared annual operational budget, effectively managing within this budget, and reporting accurately on progress made and challenges encountered during implementation of new acquisitions.oStood-up a corporate and billing office during FEC acquisitions and provided oversight on micro-hospital operations and realignment (ability to lead and multi-task on multiple project management objectives).oEnsure the continued financial viability of Trusted operational units through sound fiscal management. oManage and cultivate existing relationships to secure and expand recurring revenue streams.oProvide leadership and input for all new acquisition implementation processes with the Trusted implementation staff and newly acquired FEC staff. Coach program directors as they implement the strategic plan and transition program operations.oInitiated and cultivated a strong IT operations management program via contractor agreement, ensuring an accountable program management technology services arrangement.oDevelop and implement system accountability for tracking and reporting on the progress of site acquisitions/implementation and clinical operations.oDirected and ensured sound fiscal management over group purchasing, pharmaceutical services, linen/laundry, and ancillary staff subcontractors by reviewing all contracts and holding contract providers accountable.oClosely managed revenue cycle, billing and denial management with Chief Financial Officer and comptroller to ensure all financial metric objectives were met.Chief Operating Officer/Managing Partner, Curatio Solutions Fort Worth, TX 10/05/2015 05/01/2019Healthcare Management, Wound Care/Hyperbaric Medicine, multi-site system; 20 site (stateside and Pacific Islands); $15 million; 54 staff; 7 Hospital/13 Provider Based Clinic network. Minor partner.oLeads the strategic planning, directing coordinating the overall system operations.oProvide effective and strategic/operational leadership via active involvement in all programs and services; developing a broad and deep knowledge of all wound care and hyperbaric medicine programs.oFull P&L accountability and responsible for executing topline strategy of all areas of enterprise growth.oIdentify opportunities for Curatio to leverage cross-program strengths to take advantage of new opportunities and/or to address organizational challenges.oCreated and prepared annual operational budget, manage effectively within this budget, and report accurately on progress made and challenges encountered.oEnsure the continued financial viability of Curatios operational units through sound fiscal management.oManage and cultivate existing relationships to secure, expand and enhance recurring revenue streams.oProvide programmatic leadership and input for all strategic plan implementation processes with the ED and staff. Coach program directors as they implement the strategic plan and transition program operations.oResponsible for organization performance, growth, quality, compliance, culture and financial success.oLeads engagement and alignment with medical staff coordinating and facilitating end-to-end success in provider experience.oDevelop and implement system accountability for tracking and reporting on the progress of site acquisitions/implementation and clinical operations.Vice President, Operations/Regional Rural Operations & Health System Provider Based Clinics, COO, Behavioral Health system, Nix Health System San Antonio, TX06/09/2014 - 06/05/2015Medical Center, multi-site system; 301 beds (152 acute + 149 behavioral); $300 million; 700+ staff; 22 Provider Based Clinics; Rural Community Hospital, 2 Behavioral Health campuses; 150+physician network.o Led operational turnaround, strategic planning, directing, coordinating and controlling the overall system operations of the Nix Community General Hospital Dilley, TX, Rural Clinics, 22 market - Provider Based Clinics/Physician Practices (PBCs).oProvide leadership to ensure attainment of strategic objectives and the delivery of quality behavioral services within Behavioral Health service line.oLed new Behavioral Health service line and facility development; Babcock campus with Psychiatric Emergency Services Unit, Crisis Intervention Unit and Intensive Outpatient Therapy Services.oPsychiatric units included, Adult, Geriatric, and Child/Adolescent, partnering on two major multi-million 1115 Delivery System Reform Incentive Payment (DSRIP) waiver projects.oInitiated thorough review of PBC operations, compliance, directed standardization in clinic management and Meaningful Use which led to medical staff satisfaction.oRestructured departments/staffing to improve quality of care, efficiency of care delivery and financial performance in the PBC and Behavioral Health operations.oInitiate and implement organization-wide objectives policies and procedures.oDirect the short-range and long-range planning functions that develop goals, objectives and strategic plans to ensure quality services and a financial stable organization.oDevelop and manage the system' budgets and ensure the system operates within budget.oDeveloped growth strategies for NCGH and I-35 rural corridor (Pearsall, Dilley and Cotulla) to achieve EBITDA and profitability in current rural markets.Chief Executive Officer, Select Specialty Hospital Houston Medical Center, Houston, TX 01/2013 to 06/2014Long-Term-Acute-Hospital; 86 complex acute care beds; budget $82 million; 200+ staff; 50 volunteers, 100+physician network in the Texas Medical Center.oOperational departmental budgets, revenue projections, capital and operational expenses, staffing levels, and any other plans for allocation of fiscal resourcesoDirected coordination and integration of services provided.oLed organizational and cultural turn-around re-engaging physicians, creating a quality service environment enhancing the patient care experience.oManaged multi-site (2) LTACHs in Houston market, providing leadership, business development and clinical care coordination (Houston West, Houston Heights).oImplemented family walk-through tours.oSuccessfully led cost containment thru negotiated rates with St Lukes, Methodist and Memorial HermannoDecreased turnover by 4% through organizational cultural change, increasing staff satisfaction and retention.Chief Executive Officer/Medical Center Director (SES), Jesse Brown VA Medical Center and Chicago Health System - Chicago, IL01/2011 to 01/05/2013Academic affiliated Medical Center and multi-site system; 210 acute care beds (22 intermediate/psychiatric); budget $410 million; 2,000 staff; 500 volunteers, 900 medical residents, 200+ employed physician network; 4 Community Based Outpatient Centers; 684,000 outpatient visits, 8086 discharges/year. Provide executive leadership, direction, and administration in all aspects of Chicago health system activities offering primary, extended and specialty care for tertiary care referral center. Selected by Regional Division President/Network Director to serve concurrently as interim CEO for Chicagoland flagship Hines VA Health System of 471 beds; 600,000 visits; budget: $510 million. Noteworthy accomplishments at Hines include consolidation of multiple services (Revenue Management, Hospice, Radiation Therapy and Sleep Studies) with Jesse Brown VA Medical Center to achieve greater operational capability enhancing deliverable services to our Veterans.oBegan financial turnaround from previous years losses and refocused organization resulting in operational improvements of $1.2M. Management reorganization and financial restructure included decreases in staffing to support quality and affordability goals.oSuccessfully led system through a culture/quality/patient safety turnaround resulting in receiving 2nd continuous (2010/2011) national performance measure award by TJC and receiving seven (7) program Commission on Accreditation of Rehabilitative Facilities certification/accreditation, improving quality and service in patient and physician satisfaction scores, as demonstrated by the Veteran Affairs Survey of Healthcare Experiences of Patients (SHEP) survey program. o Led and completed construction of a $27M, 70,000 square foot replacement Community Based Outpatient Center ahead of schedule by 60 days and under budget by $750K.oLed strategic direction and service line development for 11 Community Based Outpatient Centers; 700+ staff, 220+ employed physician network, 100+ residents, 200+ volunteers; 578, 600 outpatient visits for both Jesse Brown VA and Edward Hines VA as Chicago VA Health System.oRecognized by Governor of Illinois by proclamation as Veteran of the Month for staunch Veteran advocacy.oMedical Center and Health System ranked 3rd out of 154 VA healthcare facilities nationally in All Employee Survey (AES) in VA/Thomason Reuters Value Model in employee satisfaction and ranked 5th in survey response substantially identifying positive change in culture.oLed One Team Chicago initiative to end Veteran Homelessness campaign partnering with 70 community, government and faith-based organizations kicking off a major initiative to end homelessness among 15,000+ Veterans in the Chicago area.oReduced employee grievances by 16% and staff turnover by 30% via cultural transformation and leadership accountability.oCollaborated with medical affiliates to include University of Illinois at Chicago (UIC) and Northwestern University, Feinberg School of Medicine enhancing clinical informatics to substantially drive and improve residential programs.oIncreased interaction and improved communication with Deans on oversight of 45+ educational residency programs in medicine, dental, pharmacy and allied health services. Enhancing Veteran care by the best and the brightest by driving a quality residency experience.oResponsible for $5.8M in VA funding on research projects/investigations jointly between Jesse Brown Veterans Affairs Medical Center (JBVAMC), Northwestern University, University of Illinois at Chicago (UIC);$17M in NIH/Industry grants for research via affiliates towards VA research.oFull acute services medical center providing two inpatient psychiatric inpatient units, residential treatment, substance abuse and intensive outpatient therapy programs.Chief Executive Officer/President, ANSRGroup, LLC - Fort Morgan, CO 09/2010 to PresentFounded ANSRGroup providing comprehensive interim healthcare leadership, management and consulting services to non-federal and federal health system agencies:Interim Chief Operating Officer/Vice President, Operations 09/2010 to 01/2011 Mystikal Solutions, LLC - San Antonio, TXContracted to commercialize and diversify services while positioning organization for acquisition. Oversee operations for federal government healthcare IT contractor with locations in 9 states. Developed and established a healthcare business unit for commercial market; standardized operational infrastructure to support growth and develop acquisition strategy.oSuccessfully administered a $10M budget focusing on targeted expense control, service delivery and positive client satisfaction; increased client contracts by 5% generating $2.5M in new contract services.oInitiated acquisition strategy, developed contacts and brokered discussions leading to acquisition of Mystical Solutions in December 2010.Chief Executive Officer, LifePoint/Colorado Plains Medical Center - Fort Morgan, CO 07/2005 to 09/30/2010Level III, rural hospital with; 50 acute and 20 Geriatric Behavioral Health beds; budget $40M; 50+ physicians, 225 staffoLed visionary strategic changes that increased market share 17%, increasing bottom-line creating a contribution margin of +20%. Maintained EBITDA margin of 27% for four (4) years in row.oHospital ranked fourth among 50+ LifePoint hospitals in 2008/09 in achieving Core Measure goals. 2008 Employee Opinion Survey, Constituency Satisfaction and Physician Satisfaction scores have placed CPMC in the top ten within the LifePoint Company.oCPMC 2007 was nationally recognized and awarded the Solucient 100 Top Hospitals award for quality and the 2007 Hospital of Choice award given by American Alliance of Healthcare Providers. Strong operational and organizational effectiveness demonstrated by yearly growth in physician retention and satisfaction via Press Ganey highlighting successful physician interaction, responsiveness, development and relationships.oDeveloped outpatient and inpatient group practice staff model from initial independent practice model. Enhancing strategic advantage, improving service and gaining market share increase of 8+% over prior year. Fundamental alignment of primary care and specialty care arrangements elevated patient choice and decreased migration to other markets.Chief Executive Officer/Managing Director, UHS/Doctors Hospital of Laredo - Laredo, TX 08/2003 to 07/2005Level III dual-campus hospital; 297 acute care beds; budget $85M; 120+ physicians, 725 staffoLed turnaround and strategic changes that increased market share 4.5%, increasing bottom-line creating a contribution margin of 16.7% per year. Created and lead a Center of Excellence in primary, secondary and tertiary markets.oRestructured multi-site operational structure streamlining communication conduits; decreasing duplication and enhancing departmental reporting processes for enterprise efficiency. Developed and negotiated successful physician equity joint venture in start-up of eight bed Ambulatory Surgical Center/Hospital (Providence Surgical Medical Center).oConducted effective labor negotiations and built strong employee teams and continuing education for staff and Board of Trustees.oDHL was ranked fifth among 69+ UHS hospitals in Employee Opinion Survey and was the only hospital to have five departments identified as Best in Class. Gallup Physician Survey specifically identified successful physician development and effective relationships.Chief Operating Officer, Tenet/Saint Alexius/SouthPointe Hospital (Merged) - St Louis, MO 10/2002 to 08/2003Level III multi-site hospital; 411 acute care beds/211 psychiatric; budget $280M; 200+ physicians, 1,500 staffoLed operational turnaround enhancing patient, employee, and medical staff satisfaction in multi-site system.o Provide leadership and operational oversight to a fully accredited 408 bed, for-profit, inner city specialty hospital with net revenue of $65 million. Oversaw and directed operational merger of two-hospital, one licensed dual campus health system (Tenet Health System).oLed all aspects of consolidation and merger of a two-hospital one licensed facility approach in specialty and acute medical-surgical services decreasing overhead/expenses by $1.6M while increasing services and capacity offered throughout inner-city and south St Louis County.oLed team that initiated financial due diligence, compliance and risk analysis that resulted in preparation of acquisition of both facilities.Chief Executive Officer, Dundy County Health System - Benkelman, NE 11/2000 to 10/200225 acute care bed Critical Access Hospital and Rural Health Clinics; budget $10.5MoLed strategic changes that increased market share 20%, increasing bottom-line $610,000/year.oSuccessfully completed a financial and operational turnaround after a seven-year history of significant operating losses. Key elements of the plan included sound financial management, elimination of contract labor and strong performance initiatives.oEstablished collaborative joint group (employed) of Family Practice and Internal Medicine physicians to support rural community hospital and increase market penetration in competing rural communities with Critical Access Hospitals.PREVIOUS POSITIONSCommissioned, Medical Service Corps, United States Navy (O1-O4) May 87Feb 2001 Pharmacy Technician/Instructor, Enlisted, United States Air Force (E1-E5) Sept 79-May 87EDUCATION1989 Midwestern State University, Wichita Falls, TX Master of Public Administration1987 Wayland Baptist University, Wichita Falls, TX BS - Healthcare AdministrationPROFESSIONAL & CIVIC and CERTIFICATIONSState of Texas, Administrator, HH/PCS CertificationBoard Member, Angels and Soldiers2020-20242017-2021Board of Trustees, Volunteers of America Texas2013-2014Co-Chair, South-Eastern Texas Chapter/ACHE Mentoring Committee2013-2014Board of Trustees (At-Large), Safe Haven2013-2014Board of Directors, Federal Executive Board, Chicago Region2011-2013Illinois Secretary of State, Veterans Advisory Council2011-2013President, National Forum for Latino Healthcare Executives2008-2009Board of Directors, National Forum for Latino Healthcare Executives2005-2009Board of Trustees, Colorado Hospital Association2007-2009Commissioner, Colorado Minority Health Advisory Commission2008-2009Board of Directors, State Emergency Medical Trauma Advisory Committee2008-2009Regional Member, AHA, Regional Policy Board and Institute for Diversity2005-2009Fellow, American College of Healthcare Executives1991-PresentAWARDS/NOMINATIONS20132013 Volunteers of America (VOA) Medal of Honor2012Illinois Department of Veterans Affairs (IDVA), Veteran of Month2012Proclamation by Illinois Governor Quinn, Veteran of Month2012Recognized by Illinois Secretary of State, Jesse White for Veteran Advocacy 20082012.Top 25 Minority Health Care Leaders, Hispanic Inc.2002ACHE Robert S. Hudgens Memorial Award Nominee1999Board Member of the Year, NAMASTE Hospice Comfort Care1997Healthcare Executive of the Year Early Career, ACHE - Navy Regent |
