Our team of Principal Executive Advisors are dedicated to improving the health of your organization. Meet your new team!
Doug has 35 years of healthcare experience, primarily in executive management and senior leadership positions. As a consultant, Doug has functioned successfully as a managing partner in several roles including his present role as leader of the CFO Consulting Network within Warbird’s Healthcare Practice. He has also performed as a Sr. CFO (interim) and Sr. Financial Advisor to hospital and system clients. He has provided expertise in financial turnarounds and in margin and performance improvement efforts. Doug also assists Warbird Healthcare in business sales origination and client network relationships. He joined Warbird Consulting Partners as its Healthcare Managing Partner in January 2012.
In 1999, Doug joined Stockamp & Associates as a partner and managing director. Stockamp was acquired by Huron Consulting Group in 2008. Prior to his tenure at Stockamp, Doug’s career included 20 years of experience as a CFO, including work for the HealthEast Care System in St. Paul, Minnesota and at Good Samaritan Hospital within the Legacy Health System in Portland, OR. While at Legacy, Doug also served as Corporate Senior Vice President for Managed Care and Revenue Management.
Bachelor of Arts, Economics – University of California, Santa Barbara
Master of Public Administration, Financial Planning – California State University, Long Beach
Healthcare CFO Roundtable, member since 1992
Founder of CFO Consulting Network
Founder of Portico Health Network, Minnesota
Member of Boards of Directors
Rob Kirsch has spent nearly two decades working directly with boards, senior leadership and diverse groups of stakeholders in the areas of finance, operations and affiliation advisory. He is an accomplished leader in navigating clients through complex and challenging issues experienced through periods of change or distress.
Having advised on over 50 hospital transactions nationally, Rob is recognized as an industry leader in both the structuring and fairness of partnerships and affiliations throughout the country. He has provided testimony on process, valuation and fairness in dozens of transactions before regulatory bodies or states’ attorney general.
Prior to joining Warbird, Rob helped establish and introduce services and capabilities in the Mergers, Affiliations, and Partnerships practice, Performance Improvement practice and Valuation practice at Stroudwater Associates. He served in leadership roles in those practices from their founding. Rob also lead his prior firm through an Employee Stock Ownership Plan (ESOP) conversion while serving as its Chief Executive Officer and board member for the last several years.
Affiliation Advisory – Partnered with and represented clients in 25 states on over 50 affiliation transactions resulting in tens of billions of dollars in enforceable consideration and community benefit. Each partnership was tailored to meet the needs of the client and the community thus forging durable and lasting partnerships ranging from full asset purchase, sole member substitutions, joint ventures, leases and clinical service line collaborations.
Hospital Bankruptcy and Distress Hospital Improvement – Collaborated with the investor community, bond counsel, local boards and leadership on performance improvement initiatives and covenant cures to protect access to healthcare in communities nationwide. Performed extensive analyses, plan development and led execution for turnarounds while bringing together the interests and efforts from disparate, at times conflicting, stakeholder groups.
Valuation Advisory and Testimony – Authored and provided testimony on fairness of consideration and process across dozens of transactions nationally – and the state of Georgia, specifically. In the state of Georgia, helped set the standard and definition of community benefit received between two not-for-profit partnering organizations.
B.A. in Psychology and Pre-Medicine – University of California at Berkeley
M.B.A. with concentrations in Finance and Competitive and Organizational Strategy – Simon School at the University of Rochester
Holds the Chartered Financial Analyst (CFA) designation
Member of the CFA Institute and CFA Society of Atlanta
Turnaround Management Association member
Doug is an accomplished healthcare professional with over 25 years of transaction advisory, business development and financial accounting experience. He is an experienced strategic advisor with demonstrated ability to direct non-routine, sensitive and complex transactions.
Doug’s focus is the design of optimal transaction structures that align with client developed strategic objectives and organizational goals. His work has primarily been in the general acute care hospital, post-acute care (rehabilitation hospitals and nursing homes) and ambulatory surgery center space.
Acquisitions & Development, for Capella Healthcare. In this role, he was responsible for all activities pertaining to the development, structure and completion of general acute care hospital transactions (acquisitions and dispositions of acute care assets) including strategic market identification, proposal, presentation and negotiation of terms and conditions.
He has also held executive positions at Quorum Health Resources, Centerre Healthcare, Community Health Systems and Partners Healthcare. Doug spent the first 12 years of his professional career in the Audit, Assurance and Transaction Advisory Service at Arthur Andersen (Boston) and EY (Atlanta).
Strategic Option Assessments – Performed Strategic Option Assessments for several independent community hospitals. The goal of these engagements is to determine the best strategy to preserve a community hospital’s vision and mission in a rapidly changing operating environment. These engagements assess the execution risks of remaining independent as well as the partnering risks associated with affiliation, and work to mitigate the risks of each.
Reverse Due Diligence – Provided reverse due diligence advisory and analysis for a $800M transaction between two regional not-for profit healthcare systems.
Skilled Nursing & Rehab Divestitures – Performed and presented a strategic assessment for a community owned skilled nursing and rehabilitation facility contemplating divestiture and joint venture operating proposals.
Transaction Advisory Services – Currently facilitating the solicitation and partner selection process for multiple community hospitals contemplating alignment and affiliation strategies.
National Asset Divestiture Program – Provided asset divestiture advisory to an investor owned acute care hospital company.
B.S. Cum laude in Business Administration, with a concentration in accounting and a minor in economics – University of Massachusetts, Boston
Certified Public Accountant (nonactive) designation
Jordan has 32 years of experience in healthcare finance in a variety of positions, including, chronologically, a healthcare commercial lender, a healthcare rating agency analyst and manager, a senior financial executive at a large healthcare provider, a healthcare investment banker, a healthcare financial advisor, and a healthcare consultant. His clients have included hospitals and health systems, senior living facilities, physician practices, and other healthcare-related entities. His career has primarily focused on treasury activities (cash management, investments, and debt), financial planning & analysis, financial and cash flow projections and modeling (on a weekly, monthly, quarterly, and annual basis), financial reporting and dashboards, financial strategy, and rating agency preparation and benchmarking. Additionally, he has also focused on mergers and acquisitions, budgeting, revenue cycle management, and other healthcare activities.
Jordan has extensive experience with and knowledge of all types of healthcare systems and senior living facilities, including large healthcare systems, community hospitals and small healthcare systems, critical access hospitals, governmental hospitals, children’s hospitals, specialty hospitals, religious-affiliated hospitals and health systems, academic medical centers, continuing care retirement centers, and nursing homes, all across the entire range of credit quality from speculative grade to ‘AA’-rated entities.
At Warbird, Jordan has served in a variety of billable roles. These have included Interim Treasurer, Registered Financial Advisor (as he is President of Warbird Municipal Advisors) for the issuance of tax-exempt debt, and consultant on numerous types of projects – mainly related to financial planning and analysis, forecasting, and financial reporting. Prior to Warbird, Jordan worked for Cain Brothers, where, as Managing Director, he worked on a variety of healthcare investment banking projects including bond issues, direct bank placements, mergers and acquisitions, and real estate development. Previously, he was a healthcare investment banker with Raymond James & Associates, Morgan Keegan & Co., and Piper Jaffray & Co., Director, Finance with UPMC Health System, the Manager of the healthcare ratings group at Fitch, and a healthcare commercial lender with Comerica.
Interim Treasurer – In this capacity, he has managed all aspects of the treasury operation – cash management, investments, and debt. Within the cash management function, he has worked with health systems in challenging situations where the organization was recording negative cash flow. This necessitated daily, weekly, monthly, quarterly, and annual cash flow projections and estimates of upcoming liquidations of long-term investments. Within the investments function, he worked with the Investment Advisor, Board, and other members of Executive Management to analyze and monitor investment performance within the long-term investment fund, pension fund, and other funds. With the debt function, he has been involved with the issuance of debt, rating agency and investor relations, and analysis of bond and loan documents related to covenants and other matters.
Financial Planning & Analysis – Projects have primarily included modeling the income statement and balance sheet impact of numerous types of activities, including acquisitions, revenue increases and decreases associated with payor changes, various expense changes, issuance of new debt, etc.; deep analysis of historical performance and variances; and the upgrading and improvement of financial reporting and dashboards. Deliverables have typically included both quantitative and written elements.
Two specific examples of his work include Penn Highlands Healthcare and Community First – In the case of Penn Highlands, he created and analyzed numerous models showing the financial impact of the acquisition of Mon-Vale Health Resources, as well as other acquired entities. In the case of Community First, he did similar work for several entities considered for acquisition.
Financial Strategy – Projects have included working with Boards and executive management to develop and write business plans for internal projects, as well as helping them develop and then execute various affiliation strategies.
Rating Agency Preparation – Projects have primarily included working with executive management to prepare the rating agency update presentation, including the development of strategic, financial, and industry information. Additionally, these projects have included working with management to plan the delivery of the presentation with the desired outcome of maximizing the rating and outlook.
As part of his work on the bond issues for North Oaks Health System, Penn Highlands Healthcare, and Methodist Hospital of Southern California, he spent a considerable portion of his time on the rating agency presentations, and, in all three cases, the health system received a favorable outcome.
Debt Financial Advisory – Projects have included the preparation and execution of debt issuances from a financial advisor perspective. The preparation aspect has included preparing debt capacity analyses, developing initial plans of finance, and selecting transaction participants. The execution aspect has included working with the entire transaction team to prepare credit materials, draft loan or bond documents, manage the entire process, and close the transaction. Financing products have included fixed rate bond issues, variable rate bond issues, bank direct placements, lines of credit and conventional bank loans, and various types of derivatives.
Three examples of health systems where he served as Financial Advisor include Methodist Hospital of Southern California, Penn Highlands Healthcare, and North Oaks Health System. In all cases, these health systems benefited from his work.
Industry Contacts – Has a well-developed network of all industry participants including healthcare executive management teams, institutional investors, investment bankers, commercial bankers, rating agency analysts, accountants, and bond attorneys.
Master of Business Administration – University of Notre Dame, Notre Dame, IN
Bachelor of Arts – University of Michigan, Ann Arbor, MI
Series 53 Registration
Registered as an Independent Municipal Advisor with the MSRB and SEC
Ryan Sprinkle is a seasoned advisor and accomplished practitioner in Warbird’s advisory practice. He has navigated hospital and health system clients in multiple states through asset divestitures, mergers and acquisitions, and strategic planning initiatives. Additionally, Ryan regularly works with healthcare organizations, alongside legal counsel, creditor bodies, and hospital leadership teams to develop and implement turnaround plans. Prior to joining Warbird, Ryan co-led the Performance Improvement practice group and served as senior member of the mergers and acquisitions practice group for a boutique healthcare consulting firm. Areas of Expertise: Affiliation Advisory, Performance Improvement/Turnaround Services, Distressed Hospitals, Strategic Planning
As a professional, Ryan is expert at assisting clients in identifying strategic options and executing plans that deliver long-term financial stability. A frequent writer and speaker on topics of healthcare policy and operations, Ryan has a passion for working with other healthcare leaders to apply customized solutions that are informed by prior clients’ experiences.
System Divestiture and Affiliation Advisory – Co-led affiliation process for a regional community hospital as its national parent system divested it. This engagement required an aggressive national search process to locate a strategic buyer that addressed the needs of local community and parent system, and led to the creation of a $70M 501(c)(4) community health foundation
Distress Hospital Performance Improvement Plan – Worked with a distressed rural community hospital that was operating at a negative 15% margin to identify performance improvement (PI) opportunities, assemble into a PI plan, and recruit a Chief Implementation Officer to execute on the PI plan. Hospital became breakeven and profitable within twelve-months
Hospital Bankruptcy and State Regulatory Review – Prepared economic impact report, community benefit analysis, and liquidation analysis on an expedited timeline for an urban, safety-net hospital in a Chapter 11 bankruptcy case. Project required extensive coordination and collaboration between client’s legal and strategic advisors in an effort to successfully avoid hospital closure
System Development Strategy – Assisted a health system in its development of a regional health system strategy, identifying target facilities to join client’s health system and analyzing financial and operational efficiencies to be generated from different alignment models
Juris Doctor – The University of Alabama School of Law; focused legal studies in healthcare law and business transactions and completed graduate coursework in healthcare management
Bachelor of Science – The University of Alabama (magna cum laude); Economics major with specialization in Finance Member in good standing with the Alabama State Bar
American Health Lawyers Association
Turnaround Management Association
Forty years of healthcare-industry experience. Accomplished executive with extensive managerial, administrative, operations, research, clinical and academic experience in health care, higher education and business. Consistently effective in providing leadership for strategic planning, facility construction, business development, health system program development, and operational implementation. Particularly strong in the areas of team building, strategic analysis, business planning, program development and operations. Recognized for providing visionary leadership, strong organizational skills, finance, logic and decisiveness.
Rebuilt the corporate infrastructure and culture creating an overarching vision whereby the board reengaged in changing and improving
the business and employees feel empowered and have operational “ownership”.
Within the first year led the business from a negative financial operating margin to a $2 million net.
Implemented a value analysis program and budget system that reduced expenses by approximately $1 million. Expenses have remained
stable for six years running.
Built a leading edge IT infrastructure and platform that significantly improved operational efficiencies and also aligned with all regulatory requirements.
Reduced staff turnover from 53% annually to below national averages for health care institutions.
Introduced and developed CMOs first formal marketing program.
Acquired an MRI business.
Implemented Maine Spinecare, a new niche market spine program for CMO.
Led the facility design that includes a hospitality esthetic combined with an efficient ergonomic construct specific to orthopedic care.
Developed the operational model and clinical model, standardizing the clinical protocols and reducing variation in care and now boasts patient outcomes that are among the best in the nation.
Reduced joint replacement implant costs to one of the lowest in the nation.
Improved outcomes for joint replacement and spine surgery include but not limited to an average expense decrease of $3,000 per patient,
length of stay reduced by 2 days, lowest transfusion rates nationally, improved pain control, and the highest national HCAP scores for orthopedics.
Implemented a benchmarking program through the Marshall-Steele Company comparing OICM outcomes to 130 cohorts nationally.
Ph.D. – The University of Toronto, Faculty of Medicine, Department of Preventive Medicine & Biostatistics
M.Sc. – Southern Illinois University, Department of Exercise Science/Applied Physiology
B.Sc – Southern Illinois University, Department of Education
Proven, healthcare executive experienced working in environments demanding strong leadership, operations, finance and relationship skills. Confident and poised in interactions with individuals at all levels. Capabilities include: Leadership, hospital operations, physician practice management, strategic planning, mergers and acquisitions, medical staff development, program creation, financial management, governance, philanthropy, community relations.
A total of twelve years’ experience serving as President and CEO of both a community health system (total of 192 licensed beds) and a critical access hospital (total of 35 beds)
Negotiated and implemented two separate mergers and acquisitions (one into an academic medical center and one into a community-based health system)
Navigated an innovative Chapter 11: 363 bankruptcy process to unburden an organization from previously incurred debts and preserve roles for over 1,300 employees and medical staff
Improved financial performance of multiple organizations including one project to improve operations of a health system from a $30M loss to break-even in under two years
Maintained CMS accreditation at multiple facilities to ensure quality of care, including certification by DNV-GL as meeting ISO-9001 total quality management standards
Twice replaced paper-based systems with integrated electronic health records maintaining financial stability in the go-live years and beyond
Provided leadership for organizations receiving the following recognition: AHA Foster G. McGaw Prize for Excellence in Community Service; AHA Most Wired organization; NRHA Top 20 Quality Critical Access Hospital
Improved governance through completion of Board assessments, rewrite of bylaws, and implementation of strategic planning and governance committees
Developed major ambulatory care centers and medical office buildings in a number of markets encompassing over 500,000 square feet in total at a total cost of over $125M
Created novel approaches to care delivery such as the development of a pediatric emergency department, a hotel-based sleep center, multiple urgent care centers and a community based comprehensive cancer center to enhance patient access and increase revenue
Led physician practices in multiple settings (private practice, hospital employed, academic medical center) with over 500 physician and provider FTEs
Grew a primary care network from 60,000 covered lives to over 100,000 covered lives while simultaneously decreasing health system subsidies to levels below national benchmarks through revenue enhancement and expense control
Master of Health Care Delivery Science – Dartmouth College – Tuck School of Business, Geisel School of Medicine
Master of Health Services Administration, Acute Care Hospital focus – The George Washington University
Bachelor of Science, Information Studies – Syracuse University
Fellow of the American College of Healthcare Executives (FACHE)
Fellow of the American College of Medical Practice Executives (FACMPE)
Current Board Chair – New Hampshire Hospital Association
Chuck has led several sell-side and buy-side M&A transactions more than $1B, and has successfully raised capital, restructured and re-engineered numerous transactions over the last 15 years. Chuck has served as a senior finance and operational executive in real estate development and management, manufacturing and distribution, financial services, and communications firms during his career. He has also held positions of Chief Financial Officer and Executive Vice President of Finance of established and emerging-growth companies, international and domestic in scope. He has worked with SAP, Oracle, Great Plains, QuickBooks, Dynamics, and other ERP/Reporting packages.
CFO for two national development, leasing, and management companies with specialty in office, retail, residential and hospitality focusing on capital sources, execution, operations, and cash management
Interim EVP Finance for a multinational marina development and management group with more than $1B in transactions in the US, Caribbean, Mexico, Europe, and Dubai focusing on systems integration, operating reporting and efficiency and debt restructuring
Chief Financial Officer and Vice President of North America for independently operated subsidiary of Hettich International, the world’s largest supplier of furniture hardware with global sales more than $600 million
Served as interim US CFO of a Dupont carve-out by a private European group and lead the initial staffing, SAP system integration and audit completion until a steady team was established
Managed the office of the CFO for a family-owned third generation troubled oil and gas enterprise while selling an operating line to a strategic investor, liquidating an unprofitable division, and restructuring the remaining enterprise for future growth in the sector for the next generation
Organized the office of the CFO of an international roll up of refrigerated warehouse operations in the US and Europe funded by private equity and oversaw the consolidated reporting process
Led the separation planning and transition services agreement of a $1B carve out of a European pharma enterprise through the sales process and closing
Interim US CFO for a carve out of the third largest merchant acquiring card processing company in the US during its acquisition from RBS to PE firms, Bain, and Advent, involving all systems, personnel, reporting, cash flow, and budget design and implementation
Led negotiations and restructurings on long-term vendor contracts more than $750M with construction contractors, real estate and hospitality management firms, IT systems vendors, suppliers, and media companies, which led to significant savings
Chief Financial Officer and Vice President of two major regional advertising and communications firm
Bachelor of Business Administration, Accounting – University of Tennessee Knoxville
Member of the AICPA
Jim is a senior healthcare executive with 40 years of experience in multiple and varied healthcare settings, including large community hospitals with academic affiliation, a public hospital, a faith based hospital, and a healthcare system of 12 hospitals. He has a proven record of effective relations with medical staffs, boards, management teams, and communities. Jim has effectively merged the interests of diverse groups while focusing on the needs of patients. He is skilled at recognizing both sides and concerns of issues and successfully finding appropriate resolutions.
Worked successfully with multiple medical staff in a variety of communities throughout the years
Recognized for quality improvement and performance during tenure at several hospitals
Developed a strategic planning process that included how to discern best merger and acquisition decisions for the hospital, if a merger was determined to be an appropriate path
Oversaw financial program growth at Martha Jefferson Hospital five-fold over 20 years
Established multiple new service lines, growing medical staff from 140 physicians to 400+ members, and built satellite outpatient care facilities
Served on two provider owned health insurance plan boards
Established a PHO in 1994 which remains operational. Developed an MSO in 1995 which lasted for 10 years
Established a Regional Service Organization (RSO) to participate in a newly formed Clinically Integrated Network
Developed with physicians, boards, and management teams strategic plans dealing with multiple challenges, including a hospital where bond covenants were not being met, resulting in a successful turnaround
Established Martha Jefferson Hospital Foundation which became very successful
Participated in joint ventures with other community hospitals dealing with group purchasing, insurance, network coverage, and best practices
Built and established 8 outpatient satellite facilities of different sizes and service capabilities, (from 4,000 sq. feet to 90,000 sq. feet) while at MJH. Completed the construction of a new greenfield replacement
M.P.H, – School of Public Health, UCLA, Specialization: Hospital Administration
Administrative Residency – Scripps Memorial Hospital
B.A. – University of California at Santa Barbara
Steve is a seasoned Healthcare Executive with over 40 years of experience. He is an expert at improving clinical and financial performance at hospitals and health systems. He has moved healthcare holding companies to operating companies, led organizational transformation through innovative and entrepreneurial culture and strategy, and grown revenue through expansion of existing services as well as the development of new services including forprofit subsidiaries, centers of excellence, and mergers/acquisitions/strategic alliances. Steve is adept at partnering creatively with physicians including joint ventures, clinical integration, and employment. He is known for mentoring, developing leadership teams, improving organizations as major employers and implementing health information systems. He has extensive experience in teaching hospitals and has implemented or broadened relationships with ten medical schools in six states. Steve is a major supporter of nursing and has initiated or assisted in extending American Nurse Credentialing Center Magnet status in multiple hospitals.
Moved very loose holding company toward operating company model incorporating hospitals, health plan, physician groups, home health and other services, including complete reorganization of system governance – Baptist Health
In first two full years, generated operating margin of over $100M, compared to operating losses for prior several years – Baptist Health
Grew operating revenue by over 30% including acquisition of $350M hospital/health system and major focus on philanthropy – Baptist Health
Implemented Epic electronic health record in two systems (one with Oracle) on time and at/under budget to achieve the American Hospital Association’s Most Wired status – THR, Baptist Health
Achieved highest patient safety, quality, and experience ratings through deployment of the Joint Commission’s LEAN/Six Sigma process – Baptist Health
Put steps in place to achieve first systemwide American Nurses Credentialing Center designation (Magnet/Pathway to Excellence) in the world in 2018 – Baptist Health
Consistently achieved 5-10% operating margins in areas of responsibility – THR Led acquisition of joint venture management/development company including development of two JV hospitals, all totaling $400M per year, and integrated into overall health system – THR
Increased size of employed physician group from 100 to 800, including purchase of 440 provider group, one of the largest medical group acquisitions nationally at the time – THR
Improved cash by $75 million enabling system to continue to be a major safety net provider to present day – ARH
Master of Public Health, Health Administration – University of Oklahoma
Bachelor of Science, Urban and Regional Planning – Iowa State University
John is seasoned executive with a distinguished career advising innovative organizations and developing/deploying innovative solutions and new healthcare delivery models. His experience includes developing and implementing long-term strategic, clinical informatics and digital health technology tools at several of the world’s largest healthcare organizations. He is recognized internationally as a thought leader and is frequently asked to provide key-note addresses on Innovation, Digital Health Technologies, and his SmartHealthcare Digital Delivery Models of Care. His CXO network has enabled John to open C-suite doors for business development opportunities in Interoperability, Managed Services, Innovation (Centers 0f Excellence), Care Delivery Modeling using Digital Health Technologies, and Optimizing Patient Consumerism. He also works effectively to foster cooperation across functional units including consumers in the planning process that has led to a high degree of client satisfaction and project success. As a recognized industry leader, John has negotiated and managed numerous Vender Partnerships for Interoperability, Population Health, Cognitive Computing, and CRM solutions.
Managing clinical and business application Implementations including, but not limited to, Meditech, Epic, Cerner, Allscripts, Workday, and Oracle
Advising Health System Boards and Senior executives on healthcare strategies and optimization of provider services and delivery models to meet future patient care and access requirements
Optimizing IT Governance, Infrastructure and Application Rationalization to improve IT performance and cost management
Negotiating vendor contracts for software licensing and support
Providing legacy application strategies including, data migration to new systems
Managing the implementation and optimization of Meditech Expanse
Designing and building a new Data Center
Negotiating and updating enterprise contracts with EHR companies like Meditech
Restructuring IT departments to meet the operational needs and strategic priorities of healthcare organizations
Developing IT strategic plans with short, intermediate, and long-term priorities and action plans
Creating a comprehensive Security program that included monitoring the organization 24/7
Providing leadership and management in modernizing and optimizing IT organization/departments
Establishing and managing Healthcare IT Leaders IT Advisory Services for Infrastructure Management, Interoperability Solutions and Partners, and Security
Presenting IT trends and strategies to healthcare organizations and industry organizations like CHIME, AHIMA and others via webinars and virtual conferences including CMS guidelines for Information Blocking and Patient Information Sharing, Digital Healthcare models and frameworks
Developing and implementing Covid-related scheduling, testing and reporting solutions for states and large non-healthcare organizations
Established the 2025 SmartHealthcare vision and frequently presents the model at national and international healthcare leadership conferences
BS, Business Administration – Wright State University
Total Quality Management – Juran Institute
Sherrie is a strategic and results oriented Human Resources Executive. She is an accomplished multi-industry and passionate leader who drives transformational organizational strategies by developing and aligning an agile human capital and culture strategy. Regarded as a strategic leader who builds partnerships to drive human capital solutions and organizational cultures that are recognized as Best Places to Work with high trust and high-performance outcomes.
Recognized as a 2017 Best 50 Women in Business by NJ Biz
String Connections (2019/2020): Served as the Interim CHRO for Beth Israel Lahey Health leading pre & post-merger HR integration strategies and solutions (13-month engagement)
String Connections (2021/2022: Served as the Interim CHRO for Central Main Healthcare, leading all HR facets (13-month engagement)
Created organizational cultures by design and results through execution to include recognition as a Fortune 100 Great Place to Work for five consecutive years
Led multiple HR strategic transformations resulting in new HR structures, processes, tools, and systems improving the effectiveness, performance, and partnerships with operating companies with associated HR performance dashboards
Created talent management solutions incorporating competency models, assessments, succession planning and development programs Provided executive oversight for labor strategies or served as chief negotiator for multiple unions
Executive Lead/Sponsor on two-year administrative cost reduction initiative resulting in over $35M in expense reduction from corporate administrative functions
Led multi-million H&W cost reduction strategies, established population health and telemedicine solutions along with de-risking strategies for retirement plans
Serve on Board Committees – HR, Risk, Investment, Compliance, Executive and Physician Compensation
Designed several multi-year strategic plans to harmonize and integrate all HR benefits, programs, policies and processes across for several health systems, creating improved benefits, team member experience, and savings for respective organizations that range from: $2M-8M
Merger and Acquisition harmonization to include, but not limited to: organizational design/structure, health & welfare benefit plan, vendors and carriers, executive and physician compensation strategy and design, organizational merit pay and performance management and talent selection and development
Provide executive and physician coaching along with education, training and mentoring to individuals and teams
Bachelor of Arts – Rutgers University
Masters of Business Administration – Rutgers University
Certified – John Maxwell Coach, Speaker, Trainer, Facilitator
Certified Physician Coach – Physician Coaching Institute
Certified – Civil Treatment Workplace Instructor
Mentor – Everwise / Torch
Brian is an award-winning healthcare executive with over 38 years of experience in the industry. He provides high-quality leadership and is most well-known for his tenure at Kingman Healthcare, Inc (KHI). In an industry where CEO turnover is common, he served as KHI’s President and CEO for over 25 years. Under his leadership, the organization experienced significant growth and became the largest and most comprehensive provider of healthcare services in northwest Arizona. Brian was also instrumental in KHI becoming the second member of the Mayo Clinic Care Network, a now 47-member world-wide healthcare improvement network.
During tenure as CEO, KHI significantly improved its financial position despite a very high governmental/self-pay payer mix. Net operating
margins averaged 7.5%, total margins averaged 9.6%, and net assets increased from $17M to $268M. Cash and investments increased from
$7M to $131M
Implemented an effective, sustained clinical documentation improvement initiative that, over a four-year period, increased the case mix by
26% and resulted in an estimated $2.5M average annual improvement to the operating margin
Named one of nation’s top 100 hospitals according to Cleverly & Associate’s State of the Nation’s Hospitals “Community Value Index” in
2004, 2006 and 2007 and received their 5-star designation in 2005, 2008, & 2009
Conceptualized and negotiated a 25-year sales tax revenue sharing agreement with the City of Kingman to support a proposed $26M
highway interchange and 160-acre retail development project adjacent to second hospital campus
Guided organization from a single hospital focusing on acute care to a multi-campus health system providing care ranging from health
promotion/prevention to advanced diagnosis and treatment
Oversaw numerous expansion/renovation projects including two new bed towers, construction of on-campus medical office building, new
outpatient centers of care, and the establishment of multi-provider clinics throughout the community
Acquired competing hospital and repurposed it as a specialty hospital and outpatient center
Established Arizona’s first rural physician teaching program
Significantly improved quality efforts by creating structured & timely internal reporting, lean/six sigma training for leaders, ISO certification
with systematic auditing, and ongoing efforts to improve documentation and coding of care
Engaged in collaborative projects with Mayo Clinic Arizona in areas such as stroke care, hospital neurology, specialized imaging, EP
cardiology services, and recruiting of Mayo-trained physicians
Significantly strengthened employee engagement and satisfaction ratings; the organization was regularly in the top quartile in employee
engagement and satisfaction
Master of Health Services Administration – Arizona State University
Bachelor of Science – Brigham Young University
Board Member and Chairman of The Board of Directors – Arizona Hospital and Healthcare Association
Certified Professional Coach – College of Executive Coaching
Clarence G. Salsbury Award Winner – Arizona Hospital and Healthcare Association (AzHHA’s Highest Recognition for Dedication, Leadership, And Outstanding Contribution to Healthcare in The State of Arizona)
Grassroots Champion Award, State of Arizona – American Hospital Association
Arizona Innovation Award – Governor’s Office, State of Arizona
Experienced senior physician executive with a proven record of collaborating across silos. Convenes stakeholders and physicians to successfully manage healthcare’s shift to accountable, value-based care. Strategic and innovative thinker who cultivates authentic and honest relationships with leaders, colleagues, and patients to achieve desired outcomes in the most challenging situations.
Created a comprehensive “volume to value” clinical integration strategy for an academic health center. Lead the system-wide initiative to establish evidence-based and consistent practice across the continuum of care. Founded the Office of Evidence Based Practice to implement practice guidelines for clinical conditions based on results of a population health needs assessment. Launched full-risk Medicare Advantage and shared-risk insurance exchange product. Implemented E-Consult program for over 60 commonly referred clinical conditions. Established the Clinical Integration Committee, bringing together senior clinical leadership to provide oversight and strategy for clinical integration and transformation activities
Provided executive leadership in system participation in Medicare’s Comprehensive Joint Replacement (CJR) Program, Oncology Care Model, Comprehensive Primary Care Plus, and Primary Care First initiatives
Championed Meaningful Use program qualifying 99% of eligible providers in year 1. Returned $30M for EHR implementation and attained recognition as University Hospital Consortium’s #1 institution for performance in the Meaningful Use program
Expanded academic and physician FTEs by 14% (from 794 to 901) and APP FTE by 32% (from 276 to 362) while reducing turnover rate only 4.9%/year – far lower than organizational overall
Grew ambulatory practice by 20% (from 777K to >1M) over 3 years
Led a leadership team that concurrently opened a 600,000 square foot Adult Outpatient Pavilion simultaneous to launching the Epic EHR system-wide
Launched or acquired ambulatory surgery, cardiology, endoscopy, orthopedics, OB/Gyn, and comprehensive rural health practices
Increased primary care revenue by 175% compared to fee-for-service receipts in year 1 through implementation of Primary Care First
Improved practice plan productivity to compensation percentile ratio from 0.89 to 1.14 for compensation plan participants while improving budget margin from -24% to -18%. Maintained a low investment per provider ($160k vs academic practice average of $205k)
After revenue cycle was outsourced to Ensemble Health, led a revenue cycle partnership to reduce coding backlog from >15 days to <1 day within 30 days of being engaged
Oversight of a Health Innovation Consortium that engaged health system with local and national entrepreneurs, private equity funding, university students and faculty to develop and enhance marketable solutions to healthcare business challenges
M.B.A. – Oregon Health & Science University/Portland State University
M.S., Medical Informatics – Oregon Health & Science University
M.P.H., Healthcare Administration and Management – George Washington University School of Medicine and Health Sciences
M.D. – George Washington University School of Medicine and Health Sciences
B.A., Psychology, – The Catholic University of America
Certified Physician Executive – American Association for Physician Leadership
Certification and training in Epic Clarity (data warehouse) and EpicCare Ambulatory modules, Lean Management, GE Change Acceleration Process, and Prosci ADKAR Change Management Model
Board Certifications in Internal Medicine and Clinical Informatics