Brad Logan Email & Phone Number

Bradenton, Fl, Us

University Park, Florida, Us

Jacksonville, Florida, Us

Knoxville, Tn, Us

EVP | President | Chief Operations Officer – Anesthesia DivisionRev: $550M • Locations: 96 (20 states) • Direct Reports: 13 • Indirect: 2,700 (755 Physicians + 1,800 CRNA’s)Recruited by Private Equity firm (Blackstone), CEO and COO to be part of the executive team to help turn around the division, while creating scale, managing growth, and leading transformational change.• Turned around business, now on $27M EBITDA run rate from $4M YTD ending 2019 in 18 months.• Increased EBITDA 145% from 2019 YE to 2020 YTD, despite COVID 75% volume reductions in the spring.• On pace in 2021 to exceed the 2020 actual EBITDA results by 93%.• Reduced SG&A 6% from 2019 to 2020.• Maintained provider cost at a (0.4%) reduction through COVID with furlough program to retain providers.• Revamped Management Team.• Built business development team to enhance results: 10% hit rate in 2019 and 33% hit rate in 2021. • Re-negotiated 23 client (hospital) contracts.• Built new productivity-based compensation model.• Converted the company from office-Based to home-based due to COVID

Chief Operations Officer | Chief Revenue Cycle OfficerRev: $35M • Locations: 13 (4states) • Direct Reports: 11 • Indirect: 760Recruited by Private Equity firms (Pamplona Capital & Northwell Health) to be part of the executive team to prepare company for a success sale while driving a culture of performance and operational excellence. Responsible for all the operations of the enterprise for both Patient Access and Revenue Cycle Operations, including Practice Management, Consulting, Provider Enrollment, Credentialing, Scheduling, Quality, Operational Metrics, Compliance and Strategic Relationships.• Successfully positioned the company for sale to a publicly traded company; sale closed April 2019.• Led turnaround of RCM Operations (480 employees) by: offshoring production operations; reducing number of practice management systems from 23 to 7; consolidating RCM operations locations from 12 to 2; and replacing leadership to bring in true SMEs. Result: Enhanced EBITDA by 10.2% in one year.• Led Patient Access startup business unit that grew in revenue from $0 to $40M, in one year, with 30% EBITDA. Grew business from 4 employees to 280; strategically partnered with offshore company to enhance scale and reduce operational expense.At Formativ Health our approach is simple: We seek to understand your strategy and business goals so that we can define solutions tailored to your needs and designed to maximize performance. As the health care industry continues to transform, we partner with providers to successfully improve their financial health, adapt to changing risk-based payment models, increase physician productivity and satisfaction, and enhance the patient experience.Our technology-enabled services are designed to provide flexibility across the full continuum of Practice Management and Revenue CycleSpecialtiesPatient-Centered Access Services, End-to End Revenue Cycle Management Service, Practice Operations Services, and Advisory Services

Sunrise, Florida, Us

ENVISION/AMSURG/SHERIDAN HEALTHCARE | Plantation, FL Jan 2014 – Mar 2017 Rev: $8.5B • Locations: 2,300 (48 states) • Direct Reports: 12 • Indirect: 1,800Recruited by CEO, President and Private Equity firm (KKR/Hellman & Friedman) to be part of the executive team as the Operational Leader. Responsible for all operations of the enterprise for both Amsurg/Sheridan to include growth planning, revenue cycle, recruiting, TIVA (Locums Company), Physician Office Practice (billing company), provider enrollment, credentialing, scheduling, quality, operational metrics and strategic relationships to support a large distributed operational footprint. • Performed in critical role to position the company for substantial revenue improvement through acquisition and organic growth. Grew revenue form $750M to $8.5B and EBITDA from $100M to $1.1B.• Integrated 14 acquisitions worth $650M in 2.5 years.• Scaled the company to match the significant growth within the company by adding technology to reduce costs, increase productivity, and consistent workflow throughout the entire organization. • Reorganized RCM leadership and successfully reduced the number of billing platforms from 9 to 3, resulting in a 15% cost reduction. Automation of processes and enhancement of leadership propelled the percentage of the collectible dollar to 98.6%. Implemented web-based platforms to create scale.• Tripled the size of the Physician Office Practice division in one year. Continued efforts to automate the revenue cycle process and scale the business to take on large acquisitions.• Purchased a web-based physician recruiting tool to help with scale, reporting, process management and metrics for recruiting of providers. Reduced time to hire from 125 days to 81 days.• Significantly enhanced the automation of physician credentialing / provider enrollment to better scale and provide improved transparency with Operations.

Chicago, Il, Us

Recruited and hired to develop and run Physicians Services Consulting Division focused on Physician Practice Management, to provide interim Operational Leadership for the largest consulting engagements, specifically for highly complex Medical Groups of large Medical Systems and Academic Medical Centers.Project – Interim CEO of Medical GroupRev: $265M • Locations: 100+ • Direct Reports: 12 • Indirect: 620 (425 Physicians)Conducted thorough analysis of present state of operations and developed a detailed strategic plan to turn around organization. Presented implementation plan to board which included requesting change in authority for senior leadership, new compensation model and changes in revenue cycle operations.• Identified $35M (13%) in improvement using benchmarking data and created the implementation plan to obtain it by improving: senior leadership authority with board, management team, the physician compensation model, revenue cycle, due diligence on acquisitions, report management and development of data tools and development of smarter future growth strategies.• Hired CEO, replaced CFO and VP of Revenue Cycle and hired two Directors of Operations.Director Physician ServicesDeveloped and managed Physicians Services Consulting Division focused on physician practice management, to provide interim operational leadership for the largest consulting engagements, specifically for highly complex medical groups of large medical systems and academic medical centers.

Brentwood, Tn, Us

Recruited, hired by the SVP/CFO to develop and run Physicians Services Consulting/Operations Management Division, market and run the operations of this Hospital Physician Service offering for QHR which managed 154 Hospitals and has 4,200 employed physicians.Managing Director | Vice President, Physician ServicesRev: $200M • Locations: 154 • Direct Reports: 6 • Physicians 4,200Recruited by the SVP/CFO to develop, and lead Physicians Services Consulting/Operations Management Division. Managed operations for hospital physician service offering for 154 hospitals and 4,200 physicians.• Produced a 600% improvement in net revenue in operations in one year with a 500% margin improvement.• Assessed and created operational improvement plans in 90% of QHRs Managed Hospital’s Physician Operations, resulting in significant operational improvement.• Built the consulting team and services: assessed and modified current team; hired 20 consultants; and developed new hospital services with recurring revenue.• Assisted 145 hospitals (9,200 physicians) and created an average of 16.1% in margin enhancement. • Provided operational management for 4 hospitals under a management contract.• Utilized benchmark data to drive change; provided data to show value in management contracts to clients.

Miami, Fl, Us

Recruited by the President of PivotHealth to develop and run the Physicians Services Company (PSC) Division, a new physician alignment strategic service model for hospitals: contracted with service providers, and marketed and ran the operations. Took a vision and created the strategic plan and budget for a new business model which created substantial turnaround improvement in physician operations for hospital clients.• Operational responsibility for all PSC businesses with specific oversight of:o Strategic Planningo Physician Practice Managemento Revenue Cycle Managemento Information Systems implementationo Financial Managemento Personnel Management• Developed contracts with all services providers• Marketed and sold new outsourced business model to hospitals across the country• Developed and created strategic relationships with:o Tennessee Hospital Associationo Georgia Hospital Associationo Arizona Hospital Associationo Currently in discussions with Kentucky, Texas, and Massachusetts• Worked with over 30 hospitals to improve their operations• Developed and was responsible for large corporate client projects: Brim Healthcare, Lifepoint, and IASIS

Nashville, Tennessee, Us

Chief Administrative Officer (Oct 2006 – Jul 2008)Revenue: $165M • Locations: 20 • Direct Reports: 15 • Indirect: 145 (265 Physicians)Hired by and reported to CEO of Vanderbilt Medical Group to manage the operations of a 265 Physician Community-based multi-specialty practice. Additionally responsible for Business Development for the Market and developing a management team capable of increasing profitability of this group.• Developed the Strategic Plan to increase the size, profitability, and impact of the community-based practices for Vanderbilt Medical Group / Vanderbilt Medical Center.• Grew business by 60% in two years and hired 24 physicians.• Led the acquisition for 10 large physician practice groups.• Increased margin in same store practices by 90.4% over previous year and 71% for total market.• Reorganized management to better suit a large, distributed operation.• Established an improved business model to encourage Vanderbilt core businesses to participate in an off-site community-based strategy.• Developed a process improvement team which better integrated the Vanderbilt EMR into physician practices as well as a more efficient staffing model.• Developed an RVU Physician Compensation Model for all specialties, resulting in enhanced productivity.• Increased Patient Satisfaction 10% from previous year.• Increased clinic visits / staff ratio from 828 visits to 955 (15.3%) which is an indication of production improvement in the clinics for the entire market.• Created a better mix of primary care and specialty businesses to enhance margin of overall practice.

Nashville, Tennessee, Us

Hired by and report to CEO and Department Chairman to assist in changing culture, reduce turnover, improve operations, work with Chair to develop strategic direction, and implement plans to improve the margin and plan for future growth Operations Management of $17 Million in Revenue, 110 Employees and multi-site operation Worked with Chair to develop strategic plan to department and begin to implement it components Developed a positive culture for the department and employee enhancement Negotiated deals for off-site practices and managed the contract development for all parts of the business Responsible for the business plan development of VOIC as a potential technology transfer opportunity Began the implementation of Star Panel in a department where it was thought not possible Development of all marketing material for the department

Mba, Business

Bsee, Electrical Engineering

Associate Of Science (A.S.), Mathematics