Warbird assigned an Interim Controller to manage the Accounting Department functions, finalize the year-end close, manage the annual audit process, handle the treasury functions, and transition the duties of the Controller to the new hire.

The originally stated goal was to provide Finance area leadership as Controller on an interim basis to stabilize and manage all Accounting Department operations and reporting and return credibility to financial reporting for a three-hospital system. After the departure of the CEO and CFO within 60 days of Warbird’s arrival, Warbird provided Finance Division leadership as Interim Chief Financial Officer, Accounting, Accounts Payable, Payroll, Reimbursement, Revenue Cycle Materials Management, Managed Care contracting, Treasury functions and vendor management.

In September of 2022, Grady Health System reached out to Warbird Consulting Partners to be their exclusive clinical recruiting partner, in order to open their new state of the art surgery center, the Correll Pavilion in Metro Atlanta. Warbird entered into a successful RPO (Recruitment Process Outsourcing) relationship with Grady […]

Warbird Consulting Partners provided an Interim Purchasing Manager for Denver Health and contributed significantly to work in a variety of areas. Denver Health’s CFO reached out to Warbird for an Interim Purchasing Manager. The need was driven by a natural vacancy in that position, with the need being exacerbated start of the Covid-19 pandemic, creating an urgency to acquire a large amount of PPE (personal protective equipment)[…]

Facing financial and operational challenges, the Frisbie Memorial Hospital Board of Trustees signed a non-binding LOI to sell the operations and assets of their community based acute care hospital to HCA Healthcare, a national investor-owned healthcare company. At the time, the Board of Trustees did not have a transaction advisor. After securing the LOI, the Board of Trustees faced significant challenges in advancing deal negotiations. Given the Warbird professional’s experience in successfully representing prior clients like Frisbie Memorial, HCA recommended to the Frisbie Board of Trustees that the Board consider retaining the Warbird professionals to manage the transaction process and represent the Board as its transaction advisor […]

A community hospital in the Northeast retained Warbird’s professionals to perform a labor productivity analysis and design and implement a sustainable staffing system that matched labor supply to patient/volume demand. Warbird’s professionals assessed the hospital’s labor cost-management opportunities, aggregated that data into workforce tables and management productivity dashboard monitoring tools, and developed shift management tools and trained front-line managers in the utilization of those analytical tools […]

Warbird Consulting Partners has provided interim staffing to Memorial Healthcare (Owosso, MI) for a few positions over the past couple years and, most recently, provided an Interim Benefits Manager. Given the experience of the interim individual, this person was extremely successful providing not only excellent service with respect to benefits, but much broader Human Resources activities as well […]

As part of Warbird’s broader performance improvement services provided to Centegra Health Systems of Northwestern Illinois, Warbird provided IT technical subject matter expertise to improve performance systemwide. The IT aspects of the engagement were focused on physician billing practices, use of its ambulatory software, the group practice EHR and an assessment of the existing software build in anticipation of a pending affiliation with Northwestern Medicine in Chicago […]

Starting in 2019, for the purpose of providing more accessible patient business services while improving efficiency and performance, Trinity Health began a corporate initiative to standardize and centralize all back-end revenue cycle functions into three Patient Business Service Centers. This was one of Trinity’s two most important initiatives of 2019-2020 […]

The Cottage Health leadership team engaged Warbird as a strategic and technical advisor to perform an assessment of Cottage’s existing physician compensation arrangements and develop a new comprehensive physician compensation plan. This new physician compensation plan was required to enhance Cottage’s ability to recruit and retain provider resources and provide Cottage’s executive with a roadmap to strategically expand its aligned provider group […]

In fiscal year 2014, Wake Forest Baptist Health faced (WFBH) several operational challenges resulting in a $70 million loss. To quickly identify and resolve the problems they brought in an interim chief financial officer (CFO) from Warbird Consulting Partners. In addition, Warbird provided key “practitioner” consultants throughout the AMC’s revenue cycle to execute on operational and performance improvement initiatives […]

Performance Improvement Assessment Provides Distressed Rural Hospital with Plan and Resources that Delivers $4M in Savings in First 9 Months. The Stephens County Hospital Authority, the governing body for a $40M NPR rural community hospital, retained Warbird’s professionals to perform a Performance Improvement Assessment. Warbird’s professionals developed a comprehensive report that identified approximately $5M in cost savings and revenue enhancing opportunities […]

The hospital CFO contacted Warbird’s revenue cycle professionals to discuss the hospital’s poor financial performance, lack of revenue cycle functionality, and limited cash on hand. The hospital was interested in understanding options to improve financial viability, revenue cycle outcomes, and system accountability […]

A comprehensive analysis, restructure and performance improvement engagement of Centegra Health System, a $550 million Net Patient Service Revenue community health system. Centegra had executed a letter of intent with Northwestern Medicine System. Prior to closing the transaction, Centegra was required to improve its financial and operating performance […]

From Many Pieces to One Program: Building an Employed Physician Compensation Plan. At one Medical Group, Warbird was engaged to set a new course and ensure a consistent approach to a new employed physician compensation plan. The process began with an assessment of the client’s current state, contrasted it to benchmark data and began to build a comprehensive compensation plan for employed providers (physicians and others) […]

Quorum Health Corporation is a national, investor-owned operator of acute care hospitals. Following Quorum’s spin-out from Community Health Services, Quorum retained Warbird’s M&A advisory team to assist Quorum with its strategic divestiture efforts. The client selected the Warbird M&A team to broadly market the selected hospital assets due to their extensive contacts and relationship capital with qualified national buyers and regional strategic operators […]

This Modern Healthcare profiled transaction involved Atrium Health’s (formerly Carolinas HealthCare System) first expansion into the Georgia market. After another advisory firm representing the “deal” produced a LOI for the parties, several months of protracted negotiations with little movement beyond the initial high-level terms of that LOI followed. Navicent Health’s Board decided that independent advisors were necessary and hired Warbird’s transaction advisory team […]

The local community directors of a Mayo Clinic affiliate health system retained Warbird’s M&A professionals after the Mayo Clinic shared its desire to vacate its role as the sole member of the $150M net patient revenue health system in Waycross, GA. The affiliate system was experiencing an annual operating loss of $24 million, leaving the local community directors with concerns about the long-term sustainability of the hospital […]

Warbird Consulting Partners working in close coordination with Intermountain Healthcare (HC) Telemedicine team designed a methodology and related financial models to enable Intermountain HC to quantify internal economic benefits generated across the health system and potential financial benefits for the local communities served by Intermountain HC […]

Warbird Consulting Partners, at the request of the client, provided interim CFO and subject matter expert services to an affiliate of the DuPage Medical Group on behalf of a public-private partnership. The partnership involved private healthcare management and several suppliers and contractors, the City of Chicago, the State of Illinois and […]

Warbird provided strategic advisory services as our client pursued a significant growth strategy in southeast Florida and explored strategic opportunities for its information systems and back office services. These services not only provided strategic analysis but on the ground assistance in the implementation and operational staffing […]

Transaction Advisory Services: National Not-For-Profit Academic Medical Center’s Affiliate Divestiture Creates $70M Healthcare Foundation for Community in Southeastern United States. Summary of Work: Warbird’s M&A professionals were retained to provide a suite of services, including transaction advisory services […]

In fiscal year 2014, our client faced several operational challenges resulting in a $70 million loss. To quickly identify and resolve the problems, they hired a new chief operating officer and chief information officer, and brought in an interim chief financial officer (CFO) from Warbird Consulting Partners. In addition, Warbird provided key “practitioner” consultants throughout the AMC’s revenue cycle to execute […]

Warbird deployed an interim CFO to assist our client with its operational and performance improvements at McLeod Health Clarendon.  The engagement began with a complete assessment in which Warbird’s CFO reviewed existing performance improvement initiatives, met and interviewed key employees and conducted our own assessment to identify […]

Warbird deployed a CEO and CFO for this small health system located in northern Illinois to provide performance improvement. Centegra had fairly well developed affiliation discussions with a major Chicago-based health system, Northwestern Medicine, but Northwestern did not want to move forward unless the financial operations of Centegra were sustainably turned around […]

Warbird deployed a full range of individuals to effectively re-establish this hospital’s Finance and IT infrastructure, as well as assist in numerous other areas. More specifically, St. Luke’s Hospital had been merged and fully integrated into ProMedica Health System approximately five years before the FTC mandated that ProMedica divest St. Luke’s Hospital.

Warbird deployed an interim CFO and other relevant subject matter experts to assist our client with its operational and performance improvements. The results speak for themselves. The organization was at break-even by the end of second quarter 2016, profitable in third and fourth quarters and ended the year with a 3.8% operating margin, […]

Warbird deployed a team consisting of a CFO and Revenue Cycle Director to assist our client with its operational and performance improvements to help HMC “realize its top priority: to maintain and enhance the long-term financial viability of the hospital, while recruiting and retaining providers and experienced nursing staff, stemming the out migration of patients, […]

A stand-alone non-profit hospital had issued $45 million in fixed interest rate tax-exempt bonds in 2007, which could be refinanced at par at the Hospital’s option on May 15, 2017. The bonds issued in 2007 had interest rates of 5.50%, and current market interest rates are much lower for the Hospital. The Hospital retained Warbird Consulting Partners to assess their options for refinancing and to implement the selected solution.

A Healthcare System and Medical Group had multiple issues in the Patient Access and PFS Billing areas. A new entity had recently been established between the Medical Group and a university system; it was 50% owned by the Health System and had similar problems. The existing teams were understaffed, needed an improved culture of focused attention, and had a structure that was not appropriate.

Over the last few years, a well-known pediatric treatment and research facility had begun to experience a noteworthy decrease in third party and government payer revenues due to bad debt, slow cash collection, and an increase in accounts receivable — especially in the 90 days and greater category.

A health system required assistance in running an RFP process that allowed the Board and management to select the most appropriate audit firm for the annual audit of its financial statements. The primary challenge facing the client was lack of time, as management was stretched too thin and was focused on other projects and ongoing responsibilities.

A private equity firm was purchasing a physician practice and needed to understand what was in the operations and financials. After a month of work, the private equity company was still unable to obtain financial answers.


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