Leadership coaching for physicians and their strategic partners including: • Physician Leaders – supporting the advancement of their non-clinical skills• Practice Admin/Mgrs – advancing their ability to influence a physician practice or multiple practices• New Leaders – supporting their promotion into a new role or integration into a new organization • New Physicians – as part of the onboarding/practice building process beyond the start-up activities

The Barlow-McCarthy team is a market leader in working with hospitals and their medical staffs to create and implement relationship strategies. This includes physician relations (growth and retention) program development and training, medical staff development planning, physician recruitment program development and support, on-boarding and practice marketing services.

Responsible for talent acquisition and onboarding with new hire volume of approximately 1200 new hires annually. Implemented new technology and services, established performance metrics and supported Affirmative Action planning while assessing team talent and hiring/integrating new team members.

Interim leader of a 500 provider medical group responsible for practice operations, finance, human resources, business development, etc.... Conducted and implemented operational and structural assessment as part of the engagement.

• Develop and implement annual referral outreach plans for the organization and focused specialty areas. Strategies include target market identification, direct oversight of field staff, referral guides and other informational resources, web pages and a speaker’s bureau. • Develop and implement tertiary/community hospital clinical affiliations including program design, planning affiliation terms, contract development and negotiations, implementation oversight and monitoring results.• Design and implement a customer relationship management program including the creation of an internal call center, selection and implementation of software, marketing fulfillment support and developing a central database of physician referral needs and preferences. • Design and implement mechanisms to track quantitative and qualitative information relating to referral volume including quarterly volume reports, out-of-network referral reports and referring physician satisfaction surveys. • Develop and manage the referring physician databases to support various clinical, management, and fiscal systems. Establish central resource to provide lists of referring physicians by geographic and specialty area. Develop interface program and process to regularly transfer updated information.• Manage the physician credentialing office. Develop bi-weekly reports to monitor process and determine problem areas. Implement several improvement initiatives including bylaws changes, policy development and process changes. Improved the initial application process within 6 months by 60% in meeting NCQA guidelines. Directed effort to reduce outstanding malpractice premium expense reimbursements by $500,000.

• Established strategic initiatives in hospital/physician relations including development of twelve primary care group practices, direct oversight of physician relations and referral service programs, and management of medical staff communication systems.• Responsible for leading the management services organization including development and implementation of strategic plans and overall administration of hospital affiliated medical practices with budgets totaling $11 million, supervision of practice management services provided under contract to private practices, tactical oversight of promotion and sales initiatives and overall management of 100 employees.• Established and implemented marketing plans for hospital affiliated medical practices including direction of market research studies, composition and design of promotional materials, exhibit displays and direct mail campaigns, development of customer service training programs and patient satisfaction surveys, and management of media relations and advertising placement.• Direct and manage medical staff development including revision and implementation of medical staff development plans, oversight of recruitment activities, and market identification of new medical office sites.• Develop and implement strategies to enhance physician loyalty and growth in volume of hospital services including information system networking, issue resolution, office staff support, and referral enhancement services.

Director of Special Projects• Developed and implemented the mission, organizational structure and strategic plan for association’s grassroots advocacy campaign organization.• Managed and directed all aspects of campaign organization including program development and implementation, budget development and control, and consultant and staff coordination.• Represented the campaign organization and its leadership to business, community, government and other health care providers.• Facilitated and managed the associations total quality management pilot project and reported results to management team for implementation.• Established various programs and products to assist hospital total quality management initiatives including educational seminars, networking opportunities and a resource guide and library.Regional Hospital Council Director• Performed critical liaison role between association and member hospital CEOs to facilitate effective communication and provide a mechanism for broad-based representation and developing association positions.• Worked with association staff to develop political and public relations campaigns to communicate member hospital needs to various constituencies.