All Professionals

Paul Osborne

Managing Director

    Paul Osborne applies more than twenty years of operations improvement experience to healthcare provider clients including hospitals, health systems, academic medical centers, and physician practices.

    He has held senior leadership positions with some of the largest healthcare consulting and financial advisory firms in the United States.

    Mr. Osborne is a recognized national expert in healthcare performance improvement, having assisted both financially distressed and financially stable hospitals in improving their operating margins. He has extensive experience advising and implementing performance improvement solutions to healthcare provider clients as they overcome complex financial challenges. He has successfully led some of the country’s largest and most complex hospital performance improvement engagements.

    Employment History

    Huron Consulting Group (Wellspring Partners)
    Managing director
    2006 – 2011

    2001 – 2006

    Advisory Board Company
    Engagement director
    2000 – 2001

    Cardinal Health
    Project manager
    1994 – 2000

    Areas of Expertise


    Pepperdine University
    MBA, 1994

    University of San Diego
    BBA, Business Economics, 1989

    Selected Engagements

    • Led a comprehensive performance-improvement engagement for a major academic medical center with over $2 billion in annual net revenues. The engagement focused on reducing cost by approximately $125 million through traditional performance-improvement methodologies around labor cost and supply cost, as well as leading-edge clinical redesign and revenue-cycle improvements.
    • Served as the chief implementation officer leading a financial turnaround for a three-hospital health system in Virginia. With a focus on cost reduction and improvements in revenue cycle processes, he led the organization to a $25-million operating margin improvement and returned the system to profitability.
    • Led a major performance improvement engagement for a $1-billion health system in the mid-Atlantic. Targeted improvements focused on labor cost reduction, supply and purchased service cost reduction, revenue-cycle improvements, length-of-stay reductions, reductions in physician expenses, savings in human resource expenses, and revenue improvements from improved clinical documentation. He helped the organization achieve a combined $53 million in improvements.