Senior Vice President, Consulting
Demonstrated leader in healthcare, who is passionate about working with health systems to achieve sustainable performance.
Michele has over 20 years in the healthcare industry from which she leverages research and data to generate and provide innovative solutions for clients. Michele works closely with hospitals and health systems to improve the overall performance of their health systems from a margin and care model perspective. In particular, she provides executive oversight to consulting teams that identify and implement sustainable solutions to improve Care Coordination, Overall Cost per Case, Physician Alignment as well as Workforce Management and Process Redesign. She has assisted standalone hospitals and multihospital integrated delivery networks (IDN) in developing and implementing complex strategies to succeed in the post-reform environment. Michele also has significant experience in hospital operations, having spent the majority of her career facility-based.
As Senior Vice President, Consulting, Michele has overseen and personally led and participated in more than 200 engagements, leveraging her expertise in care redesign, workforce management, resource utilization, length of stay ("LOS") reduction, perioperative services, care management, revenue cycle, supply chain, labor productivity, service rationalization and strategy.
The turnaround of a health system in the Northeast consisting of two hospitals that were losing money on operations and had fallen to less than 20 days of cash on hand. To improve the system's performance, Michele led a team of consultants to improve revenue cycle deficiencies, reduce operating costs, consolidate clinical programs across the two campuses and develop a new strategic roadmap. The overall impact of this engagement on the performance of the system exceeded $20 million per year;
Workforce Reduction at a health system in the Northeast consisting of 2 hospitals, urgent care centers, and a medical group. With steep, state-wide budget cuts on the way and declining volume, they needed to improve profitability through increased productivity and better utilization of their workforce resources. Michele led a team of consultants focusing on re-setting staffing levels appropriate for current volume while simultaneously improving throughput. She led the organization through a complete overhaul of their workforce management program, to include human resources policies and procedures around FMLA management, accountability policies, and two (2) reductions in force. In this 9 month period, over $12 million of labor expense was taken out of the system.
Clinical Resource Management Improvement at a health system in Southern California consisting of 3 hospitals. With the provider being the only game in town, volumes were increasing. The project goal was to increase capacity by better managing Length of Stay (LOS) and reducing variation in care. Michele led a team of consultants focusing on core processes including patient placement in appropriate levels of care, case management and implementing interdisciplinary care rounds to improve throughput and create capacity. In this 12-month period, the financial of over $27 million was realized through reducing LOS to appropriate levels to create additional capacity.
AREAS OF EXPERTISE
- Health System Turnaround
- Clinical Variation
- Reduction Cost Per Case Improvement
- Workforce Efficiency
- Surgical Services
- Optimization Patient
- Throughput Care
- Management Clinical & Operational
- Supply Chain
- Revenue Cycle Improvement
- Clinical Documentation Improvement
"Four keys for a rebalanced cost structure"
Becker's Hospital Review
"For healthcare consultants, uncertainty is good for business"