Loyola University Maryland

Youngstown State University

Director Healthcare

Orangeburg, South Carolina, United States

Guidehouse

Consult with healthcare facilities and systems regarding operations, finances, mergers, processes, systems and staffing.
-  Spearhead interim staffing for hospitals including CFOs, Controllers, VPs of Revenue Cycle, Directors and Managers including billers, collectors, coders, pre-auth and financial clearance.
-  Total number for FTEs approximately 150 with annual revenue averaging $5M-$10M.

ABLM Inc.

President & Chief Executive Officer

With a medical staff of nearly 1,000 specialist, Phoenix Children’s is one of the largest pediatric healthcare systems in the country and the most comprehensive children’s care facility in the state. Provide inpatient, outpatient, trauma and emergency care across more than 75 subspecialties.
-  Responsible for all financial activities for the 433-bed Free Standing Pediatric hospital.
-  Lead all financial activities for the Philanthropic Foundation, Physician Medial Group, Phoenix Children’s Research Institute and other subsidiaries.
-  Areas of responsibility include Patient Access, Pre-Certification/Insurance Verification, Health Information Management, Financial Counseling, Business Office, Reimbursement, Accounting, Budgeting, Decision Support, Managed Care, Social Work, Case Management and all other areas of Financial Management.
-  Renegotiated Managed Care agreements achieving $30M annual increase in Net Revenue.
-  Achieved upgraded S&P (from BBB to A-) and initial ratings from Moody’s (A1) & Fitch (A+ stable).

Phoenix Children's Hospital

Chief Financial Officer

259-bed hospital (50% of beds providing intensive care level services), JHACH is the regional   pediatric referral center for Florida’s West Coast. Ranked in multiple specialties by US News & World Report, JHACH provides access to innovative treatments and therapies including pediatric medical education and clinical research in more than 50 specialties.
-  Responsible for all financial activities for the only Free Standing Pediatric hospital within the Johns Hopkins Healthcare System.
-  Lead all financial activities for 2 Special Physician networks (750 physicians), All Children’s Research Institute, All Children’s Home Care Network and the philanthropic foundation.
-  Renegotiated Managed Care agreements, with anticipated increase in Net Revenue of $47M per year.
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Johns Hopkins All Children's Hospital

Children’s National Hospital is the premier provider of pediatric services in the Washington, DC metro area and its only health   system specializing in kids.

-  Responsible for all financial activities for a $1.2B Health Care System which includes a 313-bed Pediatric Hospital, a $92M    Research Institute, a Philanthropic Foundation which raises $70M-$90M per year, Safe Kids Worldwide LTD, a Primary Care Physician network, an off-shore Captive Insurance Company and other subsidiaries.
-  CFO responsibilities included Patient Access, Pre-Certification/Insurance Verification, Health Information Management, Materials Management, Financial Counseling, Business Office, Reimbursement, Accounting, Budgeting, Decision Support, Managed Care and all other areas of Financial Management.
-  Accomplishments included the successful renegotiation of several major Managed Care agreements, oversight of the implementation of an Enterprise Resource Planning system (PeopleSoft), 3 positive ratings movements in 4 years with Fitch as well as an initial rating with Moody’s of A1 in FY15, which led to the refinancing of $400M in Bonds (which resulted in $27.6M of NPV savings) and oversight of a $200M Performance Improvement Plan.

Children's National Medical Center

- As COO, direct reports included Nursing Officer, Quality Officer, Engineering, Housekeeping, Human Resources and Legal Affairs. • Patient Satisfaction surveys improved 4 successive years as COO.
-  Responsible for all Physician Contracting which included Cardiology, Orthopedics, Neuro-surgery and Anesthesia.
-  Opened new outpatient surgery center on time and under budget which included involvement in site selection, hiring of staff, management, marketing and negotiating managed care agreements and physician contracts.
-  As CFO, was responsible for all financial activities of this 170 bed tertiary care hospital, a $50M Pediatric Research Institute & Children’s Foundation with marketable securities of approximately $200M, Net Operating Revenue for the entire system totaled approximately $700M annually.
-  CFO responsibilities included Patient Access, Pre-Certification/Insurance Verification, Health Information Management, Materials Management, Financial Counseling, Business Officer and all other areas of Financial Management.
-  During tenure finalized a $30M Bond issue with Merrill Lynch & started the initial analysis of a $500M building improvement program, which included both a seismic retrofit of the main hospital & a proposed new hospital in Contra Costa County.
-  Developed a critical portfolio analysis of all service lines for the hospital based on volume vs. profit.  From this analysis the Board was able to determine which service lines were profitable & which were not along with the true cost of mission critical services.

Children's Hospital and Research Center Oakland

Chief Financial Officer & Chief Operating Officer

Health system achieving high rankings based on quality, safety, and satisfaction. Specialties include Cancer, Cardiology, Pain Management, Neurology and neurosurgery, Primary Care, Orthopaedics, Urology, Women’s Health, and Wound and Hyperbaric. Combined facilities have total patient revenue of $1B+

-  Responsible for all financial activities for a 500-bed tertiary care Hospital, a 30-bed rural hospital (Westfield, New York),  outpatient center (Union City, PA0, for-profit Division—Affiliated Health Services (including a Surgery center, Gamma Knife Partnership, Regional Cancer Center, Blood Bank, Laboratory, Mobile Services and Real Estate Division).
-  Served as Administrative Director for Patient Access, Pre-Certification/Insurance Verification, health Information management, Materials Management, Financial Counseling, Business Office and all other areas of Financial Management.
-  Involved in the day-to-day operations of the Health Center.
-  Responsible for leading a Market Share task force to help maintain and improve hospital volumes.
-  Worked closely with Saint Vincent Medical Group to help improve performance of owned Primary Care and Specialty practices.
-  Was an integral part of turning operations into a positive bottom-line, grew cash, lowered Accounts Receivable days (Net Days A/R Days were 38) and went from a speculative rating of Baa3 then to a double upgrade with Moody’s.
-  The hospital received 3 upgrades from Moody’s in 3 years, one of only a handful of hospitals in the country to achieve this honor.

Saint Vincent Health System

Texas Health Resources is one of the largest faith-based, nonprofit health systems in the United States and the largest in North Texas in terms of inpatients and outpatients served. Patient revenue exceeds $1B, net operating revenue of $450M and assets of $1B.
-  Responsible for all financial activities for a 934-bed tertiary care Hospital, a 34-bed rural hospital and the For-Profit Division of Texas Health Resources (including a Surgery Center, Gamma Knife Partnership and Diagnostic Imagine Partnership).
-  Served as Administrative Director for Patient Access, Pre-Certification/Insurance Verification, Health Information Management, Financial Counseling, Material’s Management and Central Business Office.

Key accomplishments with Texas Health Resources:
-  Establishment of Denial Management team which reduced denials from $8M in 1999 to less than $3M in 2001.
-  Successfully helped to qualify the hospital for Disproportionate Share funding for 1999 forward. This resulted in additional  payments to facility of $17M.
-  Re-engineered Business Office to lower Accounts Receivable days from 114 to 55.
-  Successfully engaged external consultant to review prior year cost reports which resulted in additional payments to hospital of over $8M.
-  Implemented Productivity Monitoring tools to help hospital improve productivity.
-  Served as Treasurer of Presbyterian Foundation with assets exceeding $75M.

Presbyterian Hospital of Dallas

600-bed (former Ascension Health Facility) Medical Center.

-  Was instrumental in preparing hospital for JCAHO survey, re-engineering staff, physician recruitment and running day-to-day operations.
-  Helped to achieve profitability from large losses & eventually lead the sale of the hospital

St. Paul Medical Research Center

- Responsible for management of all financial activities with Operating Revenue up to $1.6B and 20 hospitals.

Healthcare Corporation of America

Responsible for the financial management of 15 hospitals. Direct reports included all CFOs and all Business Office Directors. Operating Revenue ranged from $700M-$1.3B.

Douglas Myers