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)[…]

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 […]

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 […]

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 […]

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.