Experience & Results

For over 20 years, John Winenger and Interim Executive Solutions have helped healthcare organizations solve critical operational and strategic problems.

Interim CEO Operations

  • POSITION

Interim Chief Executive Officer

  • Scope of Responsibility & Achievement

In this two (2) year assignment, small hospital had a negative budget variance, low patient care volumes, marginal quality, and below average patient satisfaction scores. Built and instituted a multiple faceted correction with new strategic direction which delivered the following results:

 

Operational Scaling / Budget Improvement: Outsourced EMS to local provider, closed unproductive operations, expanded services, and instituted operational and financial reporting. This lowered costs ~$2M the first year. 

 

Relationship Management: Coalesced Board and Physicians, focused patient rounds, patient safety & quality, evolved physician recruiting in OB, and added orthopedic pain management services. This increased patient satisfaction 50% in 15 months, improving community Board and physician confidence.

  • RESULTS

The above efforts restored the viability of the Hospital and prevented financial crisis as it eliminated quality issues and instituted a culture of excellence. 

Interim CEO Operations

  • POSITION

Interim Chief Executive Officer

  • Scope of Responsibility & Achievement

In this two (2) year assignment, small rural hospital had costs spiraling out of control, bankruptcy 

recovery issues, lack of technology usage, and significant MD recruitment issues. Created the turnaround plan and new strategies which delivered the following results:

 

Organizational Restructuring: reconfigured lab services, trained employees in proper use of technology, and outsourced EMS services. This reduced costs nearly $3M. Lab costs $800K, radiology costs $1M, and EMS services $1M.

 

Operations & Margin Turnaround: Achieved net income margin target of breakeven in year 1 (a $5M improvement), $2M profit margin in year 2; included a new IT imaging strategy creating a radiology clinical affiliation partnership between competing groups in New Albany and Indianapolis. New model eliminated capital needs, upgraded technology and telemedicine capabilities, improved service/quality, reduced ED wait times, and reduced medical directorship fees. 

 

Leadership Development: Evolved new relationships with physicians, governmental bodies, hospital Board, community leaders.

  • RESULTS

The above efforts restored the viability of the Hospital and prevented financial crisis as it improved financial stability and long term viability, improved quality management culture, and evolved physician relationships in the region.

Interim CEO Operations

  • POSITION

Interim Chief Executive Officer

  • Scope of Responsibility & Achievement

In this seven (7) month assignment, Interim Executive Solutions was called upon to stabilize board & physician relationships while assessing clinical & annual financial losses in this 80- bed rural hospital.

  • RESULTS

Results included:

  • Review of staffing

 

  • Accounts receivable & cash flow issues

 

  • Lab operations

 

  • Coordination of several consulting engagements

 

  • Assessing (lack of) IT integration

 

  • Evaluation of post-acquisition integration within the health system

 

  • Evaluation of regional strategy alignment with large multi-specialty MD groups in the region

 

Vice President Chief Operations Officer

  • POSITION

Vice President, Chief Operations Officer

  • Scope of Responsibility & Achievement

Interim Executive Solutions was called upon by the ambulatory leadership in large medical group (30+ locations, 360 providers, 1,300 associates) to lead practice operations & post-acquisition medical group integration efforts after a large hospital executive turnover restructuring event.

  • RESULTS

Interim Executive Solutions led physician practice clinical integration activities, rapid cycle improvement (LEAN) to improve revenue cycle function, established practice dashboards & variance reporting, led LEAN transformation team in Women’s Health. Led executive rounding across ambulatory sites, executed new strategic rehabilitation expansion plan, implemented new productivity improvement initiatives. These efforts improved denial management cash flow ~$2M in 6 mo.; created 2 yr. $20M loss reduction & clinical integration plan.

Interim CEO Operations

  • POSITION

Interim Chief Executive Officer

  • Scope of Responsibility & Achievement

Tasked by the Chairman of the Board and City Council in this six (6) month assignment to lead an organization-wide assessment and create an improvement plan for a rural hospital in the wake of multiple failed turnaround attempts. The following was achieved in this role: 

 

Board Governance / Quality

Investigation revealed local governance was micro-managed and safety, satisfaction, and quality issues surfaced. Established Board and physician accountability modeling, re-educated and re-directed focus on issues, and closely managed execution and communications. Despite extreme change-resistance, within 120 days, achieved greater Board and Medical Staff engagement in local governance, quality, and safety.

  • RESULTS

These changes improved budget by $2M, re-focused team leaders on quality, patient safety, and patient access to care while reducing reliance on government subsidies.

Interim CEO Operations

  • POSITION

Interim CEO, Skilled Nursing Facility

  • Scope of Responsibility & Achievement

In this twelve (12) month assignment, was tasked by company ownership to serve in Interim CEO role due to removal of management team in this inner-city 153-bed SNF due to department of health quality survey activity.

  • RESULTS

Led four (4) quality survey follow-up inspections by Indiana Dept. of Health, recruited new leadership team, and worked with ownership on due diligence and sale of the property. Was able to improve care outcomes and re-establish focus on quality management; established new hospitalist program with Hospital Residency Program.

Interim Executive Director

  • POSITION

Interim System Director, Care Management Services

  • Scope of Responsibility & Achievement

In this six (6) month assignment was asked by system leadership to implement consultant findings that required a restructuring of the care management and utilization review function across seven (7) hospitals in the network while working closely to integrate changes with the large contracted 150 MD hospitalist group.

  • RESULTS

Realignment of utilization review and care management function accountability to each hospital COO and CMO locally.  Improved Accounts Receivable /denial management function in new structure; created drafts of new metric driven dashboards; worked with Hospitalists and Care Mgrs. to accelerate patient discharge workflows.  

Executive Director

  • POSITION

Interim Executive Director, Oncology Service Line

  • Scope of Responsibility & Achievement

Was tasked by health system leaders to lead 2 yr. construction project, $65M, 120,000 sq. ft. infusion center & take the oncology program from “good” to “great”, restore below average employee engagement results, & improve patient satisfaction in the MD Anderson accredited oncology program.

  • RESULTS

Built aggressive “Quint Studer” quality engagement strategy & led re-direction of quality focus, executive rounding, & established new clinical programs to support survivorship, specialty clinics, integrative medicine, cardio-oncology, & implemented a “best practice” patient financial counselor model. These efforts increased patient satisfaction +8% & associate engagement +20%; $65M new cancer center opened on budget on schedule.

Interim Executive Director

  • POSITION

Interim Executive Director, Continuing Care Nursing Unit (hospital based)

  • Scope of Responsibility & Achievement

In this three (3) mo. assignment, unit was within 180 bed hospital; was tasked to serve in interim Executive Director Capacity in 35-bed SNF unit that was closing.  Work included redeployment of staff, heavy daily patient care and family rounding, quality and regulatory /compliance duties while assisting internal care management staff with external SNF placement options.

  • RESULTS

Implemented closure plan on budget and on time; redeployed many of the associates working in the unit. Avoided regulatory problems with the Department of Health as the closure process was executed.

Interim Executive Director

  • POSITION

Interim Executive Director, Orthopedic Rehabilitation Unit (hospital based)

  • Scope of Responsibility & Achievement

In this three (6) mo. assignment, unit was within 650 bed hospital; was asked by executive leaders to fill interim Executive Director role of 30-bed Orthopedic Rehabilitation SNF unit.

  • RESULTS

Assisted with care management restructuring that included new technology integration, risk management regulatory survey preparation, recruitment, worked with orthopedic surgeon group on care protocol manual, and hired /trained new executive director leader. 

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