Henry A. Peterson, MBA, CPA

Transcription

1 Henry A. Peterson, MBA, CPA 713 Excelsior Drive Madison, WI Home: Mobile: Fax: CEO / PRESIDENT / COO Healthcare Management / Hospital Ad ministration Senior Executive with MBA in Healthcare Administration and proven expertise in change management providing visionary leadership, strategic insight, and competitive plans during challenging economic periods. Track record of increasing revenues, improving quality and productivity, leading brand differentiation, executing business strategy, and directing turnarounds and transitions in tough markets. Positive leadership style, eliciting high levels of respect and loyalty from employees. Successful in building and empowering productive, quality teams who see the vision and own it. Consultative business partner integrating financial, operations, and administrative know-how to achieve objectives. Well-honed executive presentation and communication skills, with ability to connect benefits and value of recommendations to stakeholders needs. Combine strategic and tactical financial expertise with strong foundation of general management, quality and process improvement, transaction structuring and negotiations, and proactive Board and staff relations to maintain environment of positive accountability. AREAS OF EXPERTISE Leadership / Strategic Planning Quality / Process Improvement Corporate Financial Leadership Risk Management / Compliance Operations Management Corporate Development Turnaround Management Managed Care Contracting Executive Negotiations Medical Staff Relations Team Building / Motivation Cost Savings / Reductions PROFESSIONAL EXPERIENCE EDGEWOOD HEALTH, INC., Madison, WI 1986 to present Leading multidiscipline health care delivery system (20 locations) in south central Wisconsin with 2,260 employees and net revenues of $224 million (2004). Consists of 170-bed inpatient and outpatient acute care hospital, 56-bed inpatient and outpatient psychiatric hospital, 100-physician primary care medical group, 187-member physician hospital organization (PHO), and managed care company, with associated ancillary subsidiaries and joint ventures. Executive Vice President (EVP) and Chief Financial Officer (CFO) 1998 to present Partner with CEO and Board of Directors in all operations and strategic direction. Oversee managed care contracting and business customer relationships, PHO governance and direction, medical staff relations and recruitment, business growth strategies, and all financial matters. Full P&L for $216 million annual operating budget, $27 million capital budget, and $98 million in payroll. Manage 7 direct and 1,200 indirect reports. Leadership / Competitive Differential Advantage. Spearheaded strategic vision initiatives and plans that produced growth and record profitability despite competitive marketplace. Facilitated employee buyin of vision, value proposition and strategies, including 21 high-level measures of progress. Employee retention rate at 90% (all-time high) and consumer surveys indicate improved brand differentiation. Corporate Financial Leadership. Established for-profit managed care company Partners in Health, Inc. in 1998 and negotiated ownership of HMO Capitol City Health Plan. Subsequent operations increased Edgewood s market share by 13%. Leveraged multi-million dollar gain on sale of HMO in 2004 to independent insurance company, yielding 100% ROI for shareholders. Quality Improvement and Awards. Co-led physician performance improvement plan regarding NCQA health initiatives. Result: HMO Capitol City Health Plan became first NCQA accredited HMO in Wisconsin and, in 2002 and 2003, achieved recognition as number one health plan in U.S. for prevention and wellness. Four-time recipient of Solcient s 100 Top Hospitals designation. Award of distinction for customer service (JD Power Associates) and recognition as distinguished hospital for clinical quality (Health Grades).

2 Henry A. Peterson Home: Page 2 Strategic Turnaround. Partnered with senior leadership in creating $11 million annual waste reduction initiative (2001), as well as selected service growth strategies, that reversed $1.0 million operating loss in 2002 and led to $17.5 million profit in 2004 (most successful year in Edgewood s history). PHO Development. Recruited and developed first-class Physician Hospital Organization (PHO) of 225 physicians. Established corporate structure and worked with executive director to determine revenue sourcing, member dues, and service benefits, such as group supply and employee benefits purchasing. Enhanced PHO with managed care contracting network strategy with more than insured lives in contracting network. Technology Development. Created technology-solution joint venture (first ever in U.S.) with 2 independent healthcare systems in southern Wisconsin to launch electronic intensive care patient monitoring system (e-icu) within next 12 months. Key team player in transition to new information system solutions, such as patient record automation and digital archiving of diagnostic images. Process Improvements. Introduced streamlined processes that enhanced reliability and contributed to Edgewood s current position as low cost producer of health care services in regional marketplace (10%- 25% less than nearest competitors). Championed principles of lean thinking for all projects, such as patient registration simplification, which netted $200,000 in labor savings and patient goodwill. Market Share Positioning. Conceptualized and created brand teams to repackage service offerings into consumer-friendly, value-added products as response to new competitor entry in market (2001). Result: orthopedic volume level grew 20.8% and gastro-intestinal by 12% within last 3 years, positioning Edgewood as dominant market leader in cardiac surgery, orthopedic surgery, and general surgery. Financial Management. Partnered with investment banker in remarketing transaction of 1993 bond financing, saving $1.4 million in interest. Long-term financial planning has yielded $62 million in cash reserves, with all key ratios at or better than industry averages. Lead executive in 4 major tax-exempt bond financing transactions (1989, 1993, 2001, and 2003). Cost Reductions. Introduced new health benefit change incorporating financial and behavioral incentives that dropped average cost per plan employee by 24%-29% over past two years ($6.4 million saved), while improving average health assessment score for high risk and chronic group by 26.1%. Revised physician compensation to single model with uniform contract terms, saving $750,000 annually. Redevelopment and Expansion. Managed $53.0 million hospital redevelopment project and led development of 16 physician clinic sites over last 12 years. Clinic referrals constitute major component of increased market share to current 42%, and contribute $3.5 million net income annually. Collaborated with legal counsel in creating 8 out of 9 joint ventures, including JV with key cardiology physician group. Chief Operating Officer (COO) and CFO 1994 to 1998 Entrusted with oversight of business operations, financial affairs, and clinical quality while holding dual role. Managed 9 direct and 1,100 indirect reports (hospital clinical, support, and business staff). Reported to CEO. Strategic Visioning. Introduced strategic visioning, as well as short-, middle-, and long-range goals, at all department levels for clinical, support and business areas, enabling steady growth in market share. Change Management Initiatives. Spearheaded far-reaching patient and employee safety improvements, reduced medication variances by 33%, and instituted latex-free environment. Resulted in workers compensation modification factor dropping below 0.70 (industry standard in excess of 1.00). Organizational Realignment. Led team that evaluated and reconfigured job descriptions, which eliminated multiple layers of hierarchy and reduced annual labor cost by $7 million. Boosted nurse satisfaction and retention rates to all-time high of 90%. Take-over Threat Met Head-on. Fended off adversarial take-over bid in 1997 by large competitor, which ended in favorable litigation outcome, maintaining Edgewood s independent status.

3 Henry A. Peterson Home: Page 3 Vice President of Finance (CFO role) 1990 to 1994 Promoted to administer all financial affairs for system. Supervised five direct and 180 indirect reports. Turnaround Leadership. Oversaw turnaround of financially challenged 86-bed psychiatric hospital, which faced head-on competition in first three years of operation. Recouped initial start-up losses, with 2004 accumulated profit of $6.7 million. Outlasted for-profit competitor and negotiated favorable purchase of their more-efficient, one-story facility for psychiatric inpatient and outpatient services. Cost Reduction Initiatives. Led plan to reduce annual operating costs by $6.0 million during economic downturn ( ). Restructured compensation strategies, eliminated inefficient spending, and standardized medical supply and pharmaceutical consumption which facilitated favorable vendor pricing. Risk Management / Compliance. Spearheaded first coordinated risk management program to ensure compliance with accreditation criteria. Formulated broad plan (still in existence with enhancements) to identify and ameliorate areas of high risk, safeguard assets and provide safety for all staff and patients. Capital Project Management. Key player in major capital construction ($10 million project) of new surgical area, still considered state-of-the-art by surgeons, within Edgewood Hospital. Controller 1986 to 1990 Oversaw financial accounting/reporting, billing and collections, corporate banking, and cash management. Supervised 80 staff in Accounting, Billing, Medical Records, and Patient Admissions. Reported to CFO. Financial Technology Introduction. Challenged to implement decision support/cost accounting system that would accommodate 3,500+ billing/procedural elements in charge master. Completed new technology implementation within one year, including staff training related to software and financial reporting. Achieved model-site status with software vendor due to Edgewood s success with program. Financial Reporting Expansion. Revised rudimentary chart of accounts to provide more detail on expense reporting and resource allocation, enabling more accurate projections for annual budget. Turnaround Leadership. Brought struggling durable medical equipment subsidiary from $150,000 annual loss position to sustained profitability within two years. Scaled down product offerings, improved inventory controls, shortened billing and collection cycle, and eliminated redundant staff. Assisted VP of Finance in business downsizing Edgewood Hospital, restoring profitability for two consecutive years. Cash Management Initiatives. Reduced billing cycle time by 15 days by simplifying billing process and improving credit / collection policies and procedures. Yielded $3.0 million in positive cash flow. ANDERSON, STONICKER & JONES, LLP, Milwaukee, WI Financial consulting services CPA firm (accounting, auditing, and tax preparation) with 200 employees. Audit Manager. Promoted to Audit Manager within six years. Team participant in $250 million corporate acquisition transaction. Highly sought-after auditor for staffing client engagements. EDUCATION & TRAINING MBA, Health Care Administration (GPA 3.98), University of Wisconsin, Madison, WI 2001 BBA, Accounting (Cum Laude), Carthage College, Kenosha, WI 1979 Certification: Certified Public Accountant (CPA) Recent Professional Development: United States/United Kingdom Exchange, Health Care Management Association 2004 and 2005 Institute for Health Care Management Improvement 2003 and 2004 Managed Care Congress (Washington, D.C.) 2003 Annual National Institute, Health Care Management Association 1997

4 Henry A. Peterson Home: Page 4 PROFESSIONAL AFFILIATIONS Health Care Management Association, Wisconsin Chapter 1988 to present President , President Elect , Treasurer , Board of Directors American College of Health Care Professionals & Managers 1995 to present Wisconsin Healthcare Managers Association, Council on Finance 1993 to present President of Southern Region District 1998 COMMITTEES & DIRECTORSHIPS Planning Committee, Edgewood Health, Inc. Administrative Lead 2000 to present Corporate Compliance Committee, Edgewood Health, Inc to present Finance Committee, Edgewood Health, Inc. Administrative Lead 1990 to present Board of Directors, Capitol City Health Plan, Inc., Kenosha, WI 1999 to present Finance Committee, Michigan Shores Healthcare, Milwaukee, WI 1999 to present Board of Directors, Edgewood Physicians Group, LLC 1998 to present Board of Directors, Partners in Health, Madison, WI 1997 to present Governing Council, Shore Drive Hospice, Madison, WI 1993 to present Board of Directors, Edgewood Health Investments 1990 to present PRESENTATIONS Edgewood Health, Leadership Development Classes, Madison, WI 1994 to present Developed curriculum and delivered leadership training to 300+ mid-level and senior-management professionals (four sessions over four weeks) employing interactive methods in small group settings. Curriculum supports organizational culture transformation, key to sustaining growth, change, and profitability. Institute for Health Care Management Improvement, Encouraging Community Involvement in Healthcare Development Strategies A Survey, Washington, DC December 1997 University of Wisconsin-Madison, Healthcare Leadership Forum, The Upcoming Trends in Healthcare Management and Why You Should Care, Madison, WI 1995, 1996, and 1997 Healthcare Management Association-Wisconsin Chapter, Strategic Planning and Succession Management for Healthcare Institutions, Kenosha, WI 1996 Downtown Madison Rotary 2003 to present COMMUNITY INVOLVEMENT St. Mark Lutheran Church 2002 to present Congregation President 2004 to present, Chairman of Strategic Planning Committee 2002 to 2004 First Lutheran Church 1986 to 2002 Congregation President, Board of Finance, Board of Elders Leadership Madison Graduate, Madison Chamber of Commerce 1989 Open to travel and relocation within U.S.

5 Rationale and Outcome: a. This client spent 19 years at Edgewood Health building his career, believing that some day he would become CEO. In his last job he even functioned as #2 senior executive. However, when the CEO stepped down, the Board decided they needed fresh blood and passed Henry by for the promotion. The challenge was how to convey he IS CEO material, even though it would be readily apparent to the recruiter that he was not bumped up to the CEO job. b. This executive resume needed to be more than 2 pages Henry had accomplished a lot in various functional areas over his 19 years at Edgewood. The meat of the resume is the first 2 pages which cover 10 years of career history. Page 3 covers his previous career history with significant achievements as he climbed the career ladder at Edgewood, as well as his Education background. The final page is for the selected categories (Professional Affiliations, Committees & Directorships, Presentations, and Community Involvement) that would be expected on an executive resume. These categories underpin his leadership experiences and abilities, including executive-level communications. Clear target is identified in the Header by position and industry. Used a reverse-chronological format, with the most recent 10 years highlighted. Prior experience was condensed. Used bullets for accomplishments only (duties and responsibilities presented in paragraph style) and identified each accomplishment with a keyword lead-in phrase. Created Summary of Qualifications with first bullet point a statement addressing the needs and expectations of a healthcare organization in today s economy for a high-level CEO. Remaining bullets in Summary address executive characteristics and philosophy. Summary closely followed by Areas of Expertise (keyword summary). Set the context for the company by explaining its services, scope and ranking, and for each position by relating the scope and depth of the position. Accomplishments show results that are qualified and quantified, and that demonstrate high-level executive functioning and strategic thinking. Kept accomplishments succinct (2-4 lines) while being descriptive in terms of challenge, actions and results. c. Within 2 months he was tapped to fill the CEO position at a major hospital in Middleton, WI.