David Paulosky's Email Addresses & Phone Numbers

📖 Summary

Chief Financial Officer @ Phoenixville Hospital, CHS SUMMARY: Phoenixville Hospital, Phoenixville, PA - Affiliated Community Health Systems 11/2011 to CurrentPhoenixville Hospital is a 161 bed for profit community hospital.Chief Financial Officer CDIP resulted in $3mil annual net revenue, CMI and CMI/LOS ratio improved of 19%  Blood conservation and bloodless surgery program for cardiac and surgery cases resulting in 60% / $900k reduction in blood usage and reduction in LOS on CABG patients 15%  Implemented an incentive EBITDA plan for employed Physicians practices targeting $2mil annual savings Developing a gain sharing provider based incentive plan for the hospitals and physicians in conjunction with Independence Blue Cross estimated potential $2mil Integrated patient flow process incorporating EVS, transportation, case management and nursing resulting in improved patient satisfaction a 7.4% increase in top box score and improved operational efficiencies resulting in $100k annual savings Developing JV model for owned ASC ‘s with physician investors targeting annual incremental EBITDA of $4mil Established regional CFO committee to discuss contracting and operational symmetry among the 6 affiliated hospitals. Develop an RFP for 6 affiliated hospitals for anesthesia professional services resulting in $7.5mil savings over a 3 year contract including quality and operating incentives  Developed a managed risk service contract program that yielded annual savings of $350k CFO @ Bayonne Medical Center 8/08 to 11/11 – Bayonne Hospital Center, Bayonne, NJ. Senior Vice President Chief Financial OfficerBayonne Hospital Center is a 260 bed for profit community hospital.Improve operational and financial performance within an eighteen month period. Influenced culture from a not for profit model to a data driven decision model. Direct reports; HIM, Registration, Materials, Finance, Insurance, Revenue cycle, IT Established labor productivity reporting and standards for all hospital departments Re engineer the HIM department to improve coding, documentation, analysis and RAC preparationsNegotiated a three year union contract which redrafted operational work rules and achieve a 1% increase in overall compensation for the term Implemented a capital budget and IRR analytical decision model Established secured credit lines based on asset valuations Develop revenue cycle committee to improve; denials, appeals, observation status, one day stays, charging, bill hold, Physician compliance, and Medicare LOS Renegotiated several operating and Physician contracts From September 2008 to November 2011 (3 years 3 months) Regional Director of Finance @ Universal Health Services 4/02 to 7/08 -Universal Health Services, King of Prussia, PA. Regional Financial DirectorHeld responsibility for financial results for 11 acute care hospitals in the Central region and 6 hospitals in the Eastern region for a total of $173m in EBITDA. Recruited, hired, trained and directed CFO’s and key financial staff. Participate and directed all phases of acquisitions and divestures of several facilities. Performed due diligence and IRR calculations for $130mm acute hospital acquisition Directed corporate team on disaster/insurance recovery on 4 storm damage hospitals contributing to a favorable insurance settlement Participate and led hospital strategic planning meetings and operational improvement plans including maximizing managed care contracting and business development. Approve and review various strategic business plan models, capital and agreements Directed and implemented a new budget process/systems training and guideline training for new financial staff Negotiated LTACH contract for the various acute facilities Develop and lead a monthly CFO conference call providing process and operational Improvement agenda From March 2002 to July 2008 (6 years 5 months) CFO @ Storecast Merchandising 3/00 to 4/02 - Storecast Merchandising Corporation, Exton, PA. Senior Vice President of Finance Develop a strategic business model that was successfully executed within first year of operation. Directly managed finance, budget, human resource, business developmentPresented financial results quarterly to Board of Directors and Private Equity group and monthly status calls Created statistical reports to support management decision making, implemented workers compensation cost reduction plan, re-engineered workflows in regional offices Led an effort to develop the financial acumen of the regional V.P’s From April 2000 to March 2002 (2 years)