Month: July 2017



Tom Mallon is co-founder and Chairman of the Board of Regent Surgical Health. Formerly the company’s Chief Executive Officer, Tom has significant experience in venture capital funds, turnarounds, and physician recruitment, and offers each facility his expertise on all aspects of clinical and financial operations. Started in 2001, Regent specializes in working with physician and hospital partners in the development, management, and turnaround of surgery centers around the country. Tom earned a Bachelor of Art from Denison University and his MBA from the Harvard Business School.

Hot Topic that should healthcare leaders agenda:  Two factors everyone should be focused on apart from getting passed the idea that the hospital is the center of the universe…
 
1. Lowering Cost – this is why we’re focused on surgery centers
2. Improve Service and Quality with repetitive procedures and stable teams
3. Alignment with physicians/surgeons by giving them a personal stake in the success of the system
 
Setbacks that you learned from:  Getting into a realm outside our wheelhouse and underestimating the complexity of running a hospital.  We found our strengths in surgical centers.
 
Proudest leadership moments:  Conversion of the ESOP program for Regent Surgical as it will allow the employees to continue the mission of decreasing healthcare costs and improving quality.  Now Chris Bishop is the new leader for the new season to take the company to the next level.  Faith is key and C12 was key in helping me through the tough times when my partner died.
An exciting project you’re working on:  Growing the Becker’s Hospital Review Executive meeting to a new level with the leadership of my partners, we’re hosting the brightest minds in healthcare.  Creating something exciting and interesting that entertains and teaches in a way that also improves health care.

Tom Mallon’s 101 Course to Outcomes Improvement

1.  What is the best way to improve healthcare outcomes?

Focused effort and Measurements.

2.  What is the biggest mistake or pitfall to avoid?

Letting individual agendas derail main agenda or the organization.  Alignment.

3.  How do you stay relevant as an organization despite constant change?

Keep your head above the clouds, know what your competitors are doing, know what’s right for your organization.

4. What is the one area or focus that should drive all else in your hospital?

Satisfied patients, fantastic outcomes.

Recommended book:

Think and Grow Rich – Napolean Hill (Above all principles, The Power of the Mastermind)

Closing thought:  Get your purpose right, get your people right.  Keep your purpose in focus.  Put together a team that complements each other to help execute goals.

The best way to contact Tom Mallon: 

tmallon@regentsurgical.com

708-408-7640

Resources:

  • PROMO CODE:  FALL17ROCKET for $100 off

Outcomes Rocket Podcast

Dennis J. Patterson, D.Ed., is the founder and Chairman of Verras Healthcare International, LLC, an international healthcare informatics firm that creates high-performing hospitals, through physician driven best practice implementation. He has nearly four decades of executive hospital and turnaround management experience in the United States, Canada, and Europe. He has been instrumental in devising and implementing programs that dramatically improved performance in some of the nation’s top hospitals and health systems. He also serves as a trusted advisor to senior executives, trustees, and government officials in hundreds of hospitals worldwide.

What is a hot topic that should be on every health care leader’s agenda?

Value based healthcare.  Providers must be able to use data and technology like Verras Sherlock / Verras Watson Algorithm / Medical Value Index to improve outcomes.

Can you share a time when you had a setback and what you learned?  

Tried to help hospitals as a consultant and realized that it took away from the credibility of the physicians held accountable for results.  The take away:  Empower physicians to make decisions by giving them tools and smart data rather than be a consultant.

What is one of your proudest moments in health care leadership?

Being able to implement the solutions that Verras offers to help many hospitals experience successful value based healthcare and improve their bottom line.

What is an exciting focus you’re working on?

Continuing the work of helping hospitals increase their outcomes and financial value.

In order to make the long term decisions needed to improve healthcare, what should we do?

Go back to when you decided to get into this business and revive your WHY.

Healthcare 101 Course of Dennis Patterson

1. What is the best way to improve healthcare outcomes?

Use objective data guided by staff 

2. What should be avoided in the process?

Don’t believe your own press releases

3. How do you stay relevant despite constant change?

Look at other organizations inside and outside or healthcare to learn from their success.  Interview the fringe.

4. What should be the focus above all else in your hospital/organization?

Keep people out of the hospital.

Recommended Books:

Healthcare Economics – John B. Davis & Robert McMaster

The Company That Solved Health Care – John Torinus

Best Place to Contact Dennis:

verrasldt.com

djp@verras.com

Resources:

  • PROMO CODE:  FALL17ROCKET for $100 off

Outcomes Rocket Podcast

Steve Miff is the President and CEO at PCCI.  He is a seasoned executive & growth champion with 20+ years experience driving revenue through the launch of innovative products and channel partnerships across the healthcare continuum, particularly in healthcare analytics and consulting.  He is a national thought leader with over 100 peered-reviewed and independent thought leadership publications.

Steve earned his Ph.D. and MS degrees in biomedical engineering and a BA in economics from Northwestern University. He has been an adjust professor of Biomedical Engineering for 5 years. He served on the Senior Board of Examiners for the Baldrige National Quality Program and on the Executive Quest for Quality Prize Board Committee for the American Hospital Association. He is on the Editorial Board for the Journal of the American Health & Drug Benefits and on the Advisory Board of NurseGrid, Inc.

Why Healthcare?  Steve comes from a family of physicians and he always wanted to give to patients in their time of biggest need with the use of analytics.

Hot Topic that should healthcare leaders agenda:  How do we deliver more personalized and precision medicine?  Analytics and integration of care with communities and social services so we can influence the social determinants of healthcare.
 
How have you created results by doing things differently?  The success we’ve had is due to the time spent with various stakeholders in technical, legal and administrative groups in order to get the system off the ground.  We address the human element and make specific models targeting specific indications (like pediatric asthma).
 
Setbacks that you learned from:  “Fail early and fail often.”  In 2008-2009 while at SG2 we built an algorithm for a value index that provided many useful metrics.  It was powerful, elegant in design, however, it did not take off.  Lesson learned:  If you build an outstanding product that is useful and elegant (a nice to have vs. a need to have) and if there is no incentives to change, the market will not adopt it.  Innovation must be grounded in solving real problems.
“Let’s not lose track of the fact that we are making progress.”
 
Proudest leadership moments:  Joining the PCCI team.  Really proud to reimagining the way we’re going to be addressing our healthcare problems.  Also super proud of the team at PCCI.
 
Exciting Project:  Doing things like using the Amazon Echo to help address issues with medication management and other things to reach patients in their home.  Working together with the support of Parkland Health is a great opportunity.
 

Steve’s 101 Course on Outcomes Improvement:

1.  What is the best way to improve healthcare outcomes?

Work upstream and concurrently address social determinants of health.

2.  What is the biggest mistake or pitfall to avoid?

Innovate but focus on real problems at the point of care.  Involve all stakeholders ina concept design.

3.  How do you stay relevant as an organization despite constant change?

Be both a listener and learning organization.  Stay connected to patients, providers, community, and government.  Focus on who you are and what you do best.

4.  One area of focus that should drive everything else is:

Start with your people.  Create a sustainable culture to help drive your mission.

Steve’s Recommended Books
 
Closing Thought:  The more we learn from each other and the more we collaborate the farther we’ll go.
 
The Best Way To Contact Steve:
 
Resources:
  • PROMOCODE:  FALL17ROCKET for $100 off


Andrew Ray Director of revenue cycle for Stanford Children’s Health physician services. This includes approximately 1,000 faculty physicians that are part of the Stanford School of Medicine as well as approximately 200 community-based physicians and 18 different practices throughout the Bay Area. Stanford Children’s Health physicians practice in over 200 locations across eight states through satellite locations, health system joint ventures and other affiliations. Stanford Children’s Health is the only network in the Bay Area, and one of the few nationally, dedicated to pediatric and obstetric care. 
 
Hot Topic that should healthcare leaders agenda:  Access is not only a financial hurdle.  It is a financial, geographic and efficiency problem.  Access in Healthcare and engaging patients throughout the journey.  Think geographic expansion to increase access.  Also, think revenue model shifts like shifting hospital vs. clinic/physician driven revenue model.
 
Setbacks that you learned from:  Today, we are in process of making a large edition in San Francisco, it has brought about a tough year financially.  Must drive efficiency and revisit cost structures to ensure we fulfill the long term vision.  Staying focused on the vision and weather the storm and become a stronger health system.
 
Proudest leadership moments:  During expansion to improve access, getting operations to work well to achieve economies of scale, efficiencies, and collaboration with people all while integrated 3 EHR systems.  We went from 160,000 to 550,000 ambulatory visits, an almost 400,000 increase that was improved by access.  What is your future state?  Be clear about that and how it ties the organization’s mission.
 

Andrew’s 101 Course on Outcomes Improvement:

1.  What is the best way to improve healthcare outcomes?

Measure and reward sick care prevention through population health.

2.  What is the biggest mistake or pitfall to avoid?

Avoid knee jerk reactions.  Maintain your focus in the long term vision.

3.  How do you stay relevant as an organization despite constant change?

Easier ways for patients to access and understand their healthcare experience and the hospital.  (Using tech helps)

4.  One area of focus that should drive everything else
Access is King.

 
Andrew’s Recommended Books
 
Resources:
 
Closing Thought:  Being able to reflect on what we’re really doing at the end of the day is key to ensure we achieve the long-term mission.  Being able to reflect on stories and the WHY will ensure success.
 
The best way to contact Andrew:
aray@standordchildrens.org