Martin McKittrick is a member of BRG’s Healthcare Performance Improvement practice and has sixteen years of experience focusing on large-scale project management, data analysis, modeling, operational process design, and stakeholder management.
His clients have included healthcare organizations including integrated delivery networks (IDNs), academic medical centers, community-based healthcare systems, medical devices manufacturers, and pharmaceutical companies. He has worked on end-to-end functional area redesign, post-bankruptcy turnarounds, mergers and acquisitions, and Group Purchasing Organization (GPO) selections.
Mr. McKittrick has also managed operations for a health economics and outcomes research startup from inception through second-round funding.
Deloitte Consulting LLP
2001 – 2003
Aspen Healthcare Metrics
2009 – 2011
Ernst & Young LLP
2007 – 2009
Huron Consulting Group
2006 – 2007
2003 – 2006
Areas of Expertise
MBA, Financial Management, 2003
North Carolina State University
BA, Chemistry, 2000
- Leading a comprehensive performance improvement project for public healthcare district focused on implementing $20 million in cost reductions and revenue enhancements. Directly responsible for $4 million in improvement in the physician practices driven by alignment and compensation and in the supply chain driven by vendor management and negotiation.
- Planned and led an enterprise-wide assessment of strategy and operations for a fifteen-hospital IDN to identify core strengths, growth opportunities, and efficiency improvements. Assessment included strategic evaluation of non-core businesses and services for overall fit into the organization’s post-ACA imperative.
- Collaborated with integrated data management teams to identify methodologies to support analysis of care delivery and outcomes to develop an online analytics platform to deliver objective, actionable opportunities to drive clinical efficiency and cost management.
- Created structured methodology for evaluating cost reduction initiatives together with clinical quality improvement teams that resulted in a $6 million in supply cost reduction and a reduced length of stay by reducing variation within the system.