Tel: (843) 301- 5077 (US) (971.054.59.88677 (Dubai)⬥ Email: email@example.com
SENIOR MANAGEMENT EXECUTIVE
CEO / COO / PRESIDENT
Broad understanding of operational aspects of the healthcare industry
Excellent communication and presentation skills
Proven ability to present, negotiate and finalize new and recurring business transactions
Self-motivation with a high degree of risk assumption capacity
Ability to develop and execute concurrent strategic initiatives
Thirteen years of experience developing, managing, and evolving own businesses
Ability to develop results-oriented team efforts through numerous consulting engagements
A senior executive with verifiable year-after-year success achieving revenue, profit, and business growth objectives within start-up, turnaround, and rapid change environments. Extensive experience with highly engineered systems, which require deep understanding of critical business drivers in multiple markets and industries; highly successful in building relationships with upper-level decision makers, seizing control of critical problem areas, and delivering on customer commitments. Customer-focused and performance-driven.
Operations Management ⬥ Acquisitions & Integrations ⬥ Organic Business Growth ⬥ Strategic Planning Staff Development-Promotion ⬥ Performance & Quality Standards ⬥ Customer Satisfaction & Allegiance Leadership Development ⬥ P&L Management/Budget Planning ⬥ Engineering & Manufacturing Change Management ⬥ Commercial & Customer Support ⬥ Strategic Partnerships
SELECTED ACHIEVEMENT HIGHLIGHTS
Mohamed Omar Bin Haider Holdings (MOBH)
January 2020 – Present
Bin Haider Healthcare Service (BHHS) is one division of MOBH Holding Group and focuses on developing an integrated healthcare network across the UAE and in key strategic international locations, BHHS is committed to opening over 1,000 hospital beds by 2023. Our healthcare city, hospitals, clinics and services will support the growing healthcare tourism and local healthcare demand in a high quality, efficient manner in partnership with some of the world’s leading operators. Our healthcare projects will boost Dubai and UAE’s position as global hub for medical tourism. Specific responsibilities include:
Completing final funding mechanisms for one or more of the hospitals including private placement bond issuances, joint ventures with operating companies, and traditional funding mechanisms;
Crafting strategic positioning for each hospital including service line compositions;
Recruiting and structuring key executives for the corporate healthcare infrastructure;
Developing final architectural designs for each hospital and receiving commissioning approvals from regulatory agencies;
Preparing final capital and operating budgets.
Oasis Health International, LLC
Dubai, UAE and Atlanta, GA USA (2012 – 2019)
Chief Executive Officer and Founder
The company focused on the creation of de novo hospitals and ambulatory services and the management of existing hospitals initially internationally;
Projects have included hospital and clinic developments in Egypt, Iraq, Nigeria, Bahamas, Jamaica, Trinidad, Libya, Kenya, and UAE. Most recently was selected by Ministry of Health, Republic of Iraq to open six (6) 400 bed hospitals that had previously been constructed but not commissioned. Worked with the ministry on creative funding for operations; developed staffing and operating budgets; and, finalized equipment planning and procurement.
Health Management Associates, Inc.
(Purchased by Community Health System – Publicly Traded US Corporation)
Naples, FL (2007 – 2011)
Chief Executive Officer
Pasco Regional Medical Center
Dade City (Tampa), FL
Transferred by HMA to lead a turnaround of this investor-owned, general medical-surgical hospital;
Received capital approval ($22M) for major expansion and improvement of emergency department;
Developed a full-service cardiovascular service line by re-opening a closed cath lab, including the installation of all new equipment – Cath, EP;
Purchased and successfully implemented Da Vinci robotic surgery system including recruitment of several new surgeons to the staff who were trained and skilled in using the system;
Developed support agreement with Tampa General Hospital, area’s largest tertiary center, for the provision of anesthesia services, immediate transfer agreement, including helicopter access, for cardiovascular and pediatric surgery;
Opened two urgent care (outpatient) centers in high growth and desired socio-economic areas of North Tampa.
Chief Executive Officer
Walton Regional Medical Center
Monroe (Atlanta), GA
Developed a service line co-management arrangement with orthopedic surgeons to improve quality and engage physicians in daily operations;
Initiated development of free-standing imaging center, outpatient clinic, and medical office space in Loganville that included CON opposition position and submission of LNR to DCH.
Led the entire process of receiving capital approval from the parent corporation to plan, design, and construct a replacement hospital on a selected 20-acre property.
Chief Development Officer and COO of Ambulatory Services Division (non-hospital entities)
Hilton Head Regional Medical Center
Coastal Carolina Medical Center
Tenet Health Corporation
March 2006 – November 2007
Developed and implemented initiatives to grow outpatient business in a high-growth (off-island) location to include a new urgent care center, development of a de novo 30,000 square foot office building, a diagnostic imaging center and the placement of five primary care physicians. • Managed the syndication of an ASC.
Developed entirely new marketing and communications approach and plan that included image repositioning, web community creation, television and print ads.
Group Vice President Alliance Relations, Strategic Marketing and Communications
July, 2004 – November, 2005
(resigned to pursue the development of a start-up ambulatory surgery company with former president of public ambulatory surgery company; ultimately decided not to pursue due to conflicts on equity and roles of stakeholders)
Implemented de novo alliance relations function that involved the creation of regional networking and collaboration opportunities for c-suite executives of the 205 owner organizations and related 1500 affiliate hospitals. Key areas of focus were on pay for performance, gainsharing, physician preference supply costs reduction, and service line performance improvement
Created corporate business intelligence function that served as a platform for business line reviews (market and competitive intelligence) and for the overall strategic planning of the organization. This included the creation of several BI portals for member and competitive intelligence and for a voice of the customer repository, e.g., CEO satisfaction.
Vice President Business Development Team Leader, Southeastern Division
Tenet Health Corporation
July, 2002 – July, 2004
(recruited to Premier)
Implemented sales team approach for generating referrals to specialty inpatient and outpatient programs that resulted in part to exceeding plan for two consecutive years
Initiated the planning and recruited team of neurologists to establish an interventional neurology program that created over 150 incremental inpatient admissions during its first year of operation
Partner Arista Associates (Consulting Firm)
Washington, DC and Chicago, IL
(August, 2000 – July, 2002)
Joined the healthcare strategy and design firm as partner with focus on overall strategic planning and service line business planning.
Completed several annual strategic plans for general acute care hospitals and multiple service line development projects in cardiology and neurology.
Strategic Decision Systems, Inc./Behavioral Health Partners, Inc./Lang and Associates
(May, 1987 – August, 2000)
Developed de novo behavioral health managed care infrastructure including, provider network design and development, reimbursement methodology, clinical paradigms and health plan interface, e.g., NCQA, URAC, and actuarial and financial methodologies which was sold as ASO model to other MCO’s
Developed IT systems focused on both internal managed care functionality and clinical delivery management and eventually marketed systems to specialty services such as behavioral health market
Hospital Planning and Operations, Healthcare Services of America, Inc.
Birmingham, AL (1987)
Developed and implemented a company-wide management decision support system
Provided operational analyses to executive level management for all HSA hospitals on a daily, weekly and monthly basis.
Hill Crest Hospital
Birmingham, AL (1984-1987)
Alabama H.C. Partnership
American Medical International Inc.
Healthcare Services of America, Inc.
Developed and implemented a new marketing approach based on revamped clinical products and services, including print, radio and television media;
Initiated and completed a $12M renovation and construction project to upgrade physical plant;
Lakeside Hospital – CHARTER MEDICAL CORPORATION
Memphis, TN (1983-1984)
Successfully developed and implemented a reorganization, which created more accountability and inefficiency in the executive management structure
Achieved fiscal goals including pre-tax income, expense control and accounts receivable (consistently top three most profitable hospitals in the company)
Charter Ridge Hospital – CHARTER MEDICAL CORPORATION
Lexington, KY (1982-1983)
Negotiated and implemented a contractual arrangement with the University of Kentucky’s College of Medicine for Charter Ridge to be an affiliated teaching facility in the areas of child and adolescent psychiatry – first relationship of its kind in the Charter Medical system
Became fully accredited by Joint Commission on Accreditation of Hospitals following the mandatory six-month waiting period
Assistant Administrator/Acting Administrator
Westbrook Hospital – CHARTER MEDICAL CORPORATION
Held organizational responsibility for the following departments: Pharmacy, Radiology, Occupational/Recreational Therapy, Food Service, Plant Operations, Psychology and Social Services
Miami Valley Hospital – L. R. “Rush” Jordan, Preceptor
Exposed to all facets of major tertiary center with primary focus on finance, marketing and corporate services
Responsible for coordinating the written portion of the bond prospectus for a $65 million Modernization and Development Program
Richland Memorial Hospital
Joined 611-bed Richland Memorial Hospital to complete the residency requirements of the graduate program of the University of Alabama in Birmingham
Oktibbeha County Hospital
Worked full-time in various business office and administrative staff capacities during final two years of undergraduate school
EDUCATION & CREDENTIALS
Master of Science – Hospital and health administration
University of Alabama at Birmingham
(Recently named by US News and World Report as the number one master’s degree program for hospital and health administration in the USA)
Bachelor of Science – business administration
Mississippi State University