Littleton, CO

Position Desired

Behavioral Science
Anywhere in the U.S.



High-energy, results-oriented, stable executive leader with proven success in large-scale hospital management; an executive who is a Six Sigma Greenbelt, LEAN and 4DX-versed, skilled in all aspects of facility operations including attainment of efficiencies via data and system analyses, program development and management, business development, negotiating third-party payer agreements, physician relations, staffing, UR, QA/QI, HR, regulatory and facility expansion. Proven track record of large-scale financial management to improve profitability and expense reduction; extensive clinical and management experience across all ages, populations, levels of care, and a wide variety of diagnoses and evidence-based treatment modalities in psychiatric and substance abuse treatments; extensive experience in both for-profit and nonprofit; skilled at building community and government partnerships via collaborative relationship-building, community involvement, legislative testimony, and systems navigation. A driven, analytical, creative, solution-oriented leader with exceptional interpersonal and communication skills, resulting in cohesive teams that are inherently mission and quality driven.

CEO, Smokey Point Behavioral Hospital (US HealthVest) June 2019– Aug 2021
115-bed, TJC-accredited inpatient hospital providing behavioral health services for adults and adolescents
• Increased quality of care (e.g., falls reduction, therapeutic duplications, readmissions, group attendance, quality documentation) steadily over the last two years confirmed via multiple outcome measures
• Increased patient satisfaction by 32% over one-year period via conducting patient forums and implementing recommendations
• Increased Y-O-Y EBITA (2019 – 2020) by 33.91%
• Increased IOP growth by 380% over 18 months, transitioning OP services from all in-person to tele-therapy in response to Covid restrictions and consumer demand
• Designed, hired and implemented remote Intake tele-assessment team to respond to peak demand, without committing to full time FTEs
• Eliminated use of Locums providers. Stabilized provider staffing, having hired a Medical Director and three psychiatric providers in six months
• Established and continuing to drive intensive, structured chart auditing processes in an atypical survey environment. Ensuring clinical excellence and documentation to meet the rigors of the WA Department of Health (DOH)
• Partnering with the Washington State Hospital Association to actively shape behavioral health legislation

CEO, Cedar Springs Hospital (UHS) Apr 2016– May 2019
Reporting to various corporate VPs and RVPs, full operational accountability for this TJC-accredited facility providing psych and substance abuse treatment for children, adolescents and adults, with 5 main buildings and 9 units, totaling 110 beds (76 IP beds, 24 RTC beds, 10 Chemical Dependency beds) plus PHP, IOP and OP Services, 330 FTE, $55.4M Total Patient Revenue, $30.6M Net Revenue, $9.9M EBITA
Notable Achievements:
• Exceeded annual budget by $2.2M (5.5% hospital-wide increase)
• Intensive monitoring and superior performance management of key metrics and benchmarks (e.g. seclusion and restraint reduction, patient satisfaction, employee morale and retention, clinical performance indicators, payor mix, contract management, controllable costs, FTE management etc.)
• Created new OP Med Management clinic designed to serve discharging patients and feed IP and PHPs
• Created new Adult IOP strategically designed to fold into PHPs, thereby minimizing FTE’s
• Directed complete programmatic and operational revision of Child PHP resulting in Y-O-Y ADC increase of 460%, current year ADC increase of 51.4%
• Converted adult 12-bed unit to child unit, resulting in increased census/occupancy
• Owning to success of C/A services, converted second adult unit to child and adolescent population, February 2019; opened at 90+% occupancy
• Increased Adult Partial Hospitalization census Y-O-Y by 63.7% and Y-O-Y by 15.3%, 2017 and 2018 respectively
• Decreased annual charity write-offs Y-O-Y by 38% by facilitating increased patient Medicaid conversions
• Admissions Department: reduced referral acceptance time by 87.5% by facilitating 2-minute physician callback rule; identified and remedied process failures resulting in insurance denials due to missed insurance precerts and authorizations; digitized operations to include implementation of tablet-based admissions packets in lieu of paper processes; worked with IT to diagnose and decrease electronic clinical packet receipt times by implementing Concord E-Fax and diagnosing firewall impediments; transitioned department from paper-based/white board system to computerized tracking utilizing custom spreadsheets and multiple monitor displays; served as interim director for several months during Admissions Department transition
• Human Resources: improved coaching and increased accountability for all employees; focused on poorly performing and toxic employees; wrote and implemented progressive discipline and performance plans resulting in significant improvements; performance management is a strength, including thorough documentation of employee behaviors in support of potential post-termination legal/labor/ALJ challenge
• Effective and supportive employee relationships driven by unit/departmental presence via daily Gemba walks
• Utilization Review: conducted LEAN analysis of entire insurance review process; identified gaps/failings contributing to denials resulting in 45% Y-O-Y denials reduction; advocate for clinically appropriate patients who are denied services by insurance companies
• Medical: strong physician-relation skills resulting in stable medical team, improved clinical outcomes and improved continuity of care. Regularly court, interview, hire, and administratively overseen physicians, psychiatrists and nurse practitioners; negotiate salary packages; reduced physicians’ locums usage by $825K Y-O-Y (42%) through physician recruiting and workforce stabilization
• Business Office/Medical Records/Financial: negotiation of annual contracts with acute care hospitals and other payors; worked with Business Office and Medical Records/HIM to ensure appropriate and ethical billing practices at the highest levels of industry standards (e.g. Medicaid/Medicare); responsible for meeting monthly financial benchmarks and monthly submission of financial package
• Business Development: directly involved with territory analysis, assignments, and territorial redistribution; recent project oversight and completion of comprehensive hospital website redesign; approve all marketing expenditures; served as Interim Director of Business Development on two separate occasions totaling five months; increased TriCare referrals 8.1%, Y-O-Y through focused/targeted marketing efforts to community providers and direct meetings with military providers at multiple military bases
• Community Partnerships: sustained collaboration/partnership with acute care hospitals; presented to military installations/partners; networked/coordinate...

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