Jeffrey Hess is a clinical leader with more than 30 years of experience on both the provider and consulting sides in hospitals and health systems. He has helped organizations improve and sustain operating margins through implementation of performance improvement solutions, including patient throughput, revenue cycle, labor productivity, physician practice management, and supply chain.
Mr. Hess has managed projects of varying size and complexity, including streamlining and consolidation of shared services. He has used his experience in patient safety and pharmacy leadership to facilitate performance improvement in all major clinical and non-clinical departments. His experience as a Dale Carnegie instructor facilitates buy-in and creates the environment for change management.
Served as the interim chief operating officer and led the turnaround of health system with approximately $350 million in net patient revenue. Implemented bottom-line savings of more than $30 million in annual savings.
Led the turnaround of a small hospital (net patient revenue of $300 million) that had experienced losses of more than $10M for three consecutive years. Implemented more than $20 million in annual savings, which the client has sustained.
Served as the labor leader for a nine-hospital system with a goal to reduce total expenses by 20 percent over a five-year period. Established and implemented new productivity targets in all departments. Developed and implemented client-specific tools to make the case for change and sustain results. Facilitated sessions with leaders to revise the span of control and streamline leadership. Total implemented savings of greater than $13 million.
Served as the labor leader for a three-hospital system with declining margins in a competitive market. Established and implemented new productivity targets in all departments. Trained and coached department leaders on the use of productivity tools. Total implemented savings of $4.8 million.
Facilitated the merger of shared services (marketing, education, human resources, supply chain, and finance) for the above systems, identifying duplicate positions, duplicate functions, and potential for consolidation of services. Total implemented savings of $5.5 million.
Served as the labor leader for a two-hospital system with declining margins. Established and implemented new productivity targets in all departments. Facilitated working sessions with key department leaders, flow-charted work processes, and redesigned work flows. Total implemented savings of $21 million.
Worked with a specialty hospital to develop a three- to five-year tactical plan for nursing, including elements such as minimizing turnover and maximizing recruitment, professional development offerings, training, education, research, patient safety, and quality nursing outcomes.
Taught the 12-week Dale Carnegie course multiple times, with a focus on human relations and communication skills.
Marshall University MBA
West Virginia University B.S., Pharmacy
Huron Healthcare Senior director 2010 - 2012
Computer Science Corporation (CSC) Principal 2009 - 2010
PricewaterhouseCoopers Manager 2004 - 2009
Charleston Area Medical Center Corporate director of Pharmacy and Drug Information 1998 - 2004