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Healthcare Colleagues,I am a seasoned healthcare executive with a demonstrable record of helping multi-million dollar, multi-site, integrated healthcare companies (by designing/leading team continuous process improvement efforts) to achieve elevated- revenue cycle operational assessment/performance - staffing recruitment/stabilization/recognition performance - strategic operational expense reduction performance- clinical team productivity performance (to include Value-Based Contract performance)- clinician team coding/billing accuracy performance - point-of-service (POS) collections performance - patient appointment access performance - revenue cycle coding/billing practices- KPI business process discipline - clinician team recruitment/retention performance- patient in-system referral utilization performance - departmental team integration, cooperation and communication performance- team understanding and utilization of company performance scorecards to drive elevated team/company performance- team understanding, alignment and support for what we need to change, why we need to change it and what is required individually and collectively to successfully support what needs to change and- team unity, understanding and alignment around shared company Mission, Vision, Values and our team performance obligations. As it becomes increasing difficult for health systems to remain financially viable, innovative, out-of-the box, visionary, integrous, transparent, authentic, results-oriented "continuous change" leadership acumen will increasingly become what is required to help keep companies vibrant, forward-thinking, cutting edge and relevant. Such traits are innate to who I am, what I stand for, how I lead and which have played a pivotal role in my ability to transform numerous multi-million dollar, multi-site, multi-state companies across the county. I have been recognized by Federal, State and local community leaders for my diverse results-oriented transformative leadership acumen, which if your company has need for such leadership acumen, I would welcome a conversation with you to further explore how four decades of helping companies and people elevate their performance might be of benefit to you. Aligning people around shared company Mission, Vision, Values in a respectful comfortable culture of accountability to elevate company performance, Carl I. Walters II.Healthcare Executive Former U.S. Naval Officer Former U.S. Naval Medical Service Corp Officer (Hospital Administration trained) Member - MGMA, NAHSE, ACHCE, NACHC
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Interim Chief Executive OfficerHoskinson Health & Wellness Clinic Dec 2023 - May 2024Gillette, Wyoming, United StatesWas recruited to help this new venture capitalist-backed health system design/operationalize their:- diverse clinical service-delivery business model - clinician team recruitment strategy- revenue cycle business model - regulatory compliance business platform - Board governance model- Operational leadership team governance model - company core KPI performance scorecard reporting - employee recruitment/retention strategies- clinician contracting strategies - employee performance appraisal business processes - employee compensatory package modeling business processes - employee onboarding/training business practices- service delivery model around shared company Mission, Vision and Values -
Chief Executive OfficerCommunity Physicians Group May 2022 - Aug 2023Siloam Springs, Arkansas, United StatesCommunity Physicians Group May 2022 – present For-Profit CorporationChief Executive Officer Siloam Springs, Arkansas – For Profit Integrated Healthcare Company $17M integrated health system specializing in the offering of Family Practice, Urgent Care, Pediatric Care, Laboratory Services, Radiology Services. Responsible for $17M operating budget; 180 FTEs; providing strategic direction for 9 multi-million dollar medical offices in Arkansas and Oklahoma and a MSO for an integrated health system pushing over 150,000 encounters annuallyKey Performance Milestones• Recruited 3 more mid-levels to the Medical Group• Recruited 3 more Physicians to the Medical Group • Provided executive oversite to 30 Medical Group clinicians • Recruited new Financial/Accounting Services Director• Recruited new Payroll Services Coordinator • Recruited new Accounts Payable Coordinator • Recruited new HR Manager • Recruited new CBO Manager • Recruited three new Practice Managers • Recruited new Value Based Services Manager • Recruited new Accountant/Financial Analyst • Recruited new Document Management Services Manager • Lead new E-Mail system conversion initiative • Implemented business process to improve system point-of-service collections from $30,000 per month to $100,000 per month • Worked with Shareholders and Administration to outline/implement a three year strategic plan• Procured two lab analyzers and brought the offering of elevated lab testing in-house • Designed/implement business strategy to increase ancillary services utilization by 15% (and corresponding revenues)• Implemented the incorporation of productivity performance measures in all system clinician employment agreements • Implemented stronger operational. fiscal and clinical performance reporting throughout the health• Improved system revenue cycle operations to improve our average daily claims deposits from $30,000 to $60,000 per day on average -
Chief Executive Officer (Independently Owned/Operated Specialty Group)Louisiana Eye And Laser Center May 2020 - May 2022Alexandria, Louisiana, United StatesSuccessfully stabilized/grew the company and moved it to profitability. Health system oversite: $30M EBITDA of 21%Health system size: 15 medical office; 225 FTE; largest independent specialty group providing integrated ophthalmology/optometry services across central Louisiana. Included 6 surgeons and 10 optometrists. System initially generated 150,000 annual patient encounters and 6,000 surgeries.• Designed/implemented health system branding strategy driving 1,500 new patient visits into the health system monthly • Brought up TCD Services which generated an additional $400,000 in annual revenue to the company’s bottom line. Also brought up: Tear Derm Services; Crosslinking Services; PRP Tear Services; Upneeq Services; Hair restoration and facial rejuvenation services;• Acquired 3 additional medical offices for the owners as part of the company expansion plan • Coordinated a $1.8M expansion of our Pineville medical office • Coordinated a $2M expansion of our Natchitoches medical office • Worked with the Owners to effect a 3 year strategic plan • Implemented business strategy that resulted in the health system driving another 20,000 annual encounters • Implemented business strategy that resulted in the health system driving another 4,000 surgeries annually • Re-engineered Central Billing Office business model resulting in the company bringing in an additional $1.5 million dollars annually • Designed and worked with a local hospital system to operationalize a medical office within their health system • Reduced company annual turnover rate from 40% to under 5%• Successfully recruited a PA-C, Board-certified Retina Specialist, 3 full-time ODs to the health system• Led the system to generating $6M more in annual revenue than their best annual revenue performance on record • Awarded the Alexandria Parish Large Business Employer of Choice award • Successfully standardized and renegotiated all company OD contracts without loosing any of our ODs
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Chief Executive Officer (Fqhc)Outpatient Medical Center Inc. Mar 2017 - May 2020Natchitoches, LouisianaNote: HRSA -sanctioned turnaround assignment. Successfully restabilized, diversified and grew the health system. Grew the health system from a $6M to $8.5 million dollar operating budget; 150 FTEsintegrated healthcare delivery system offering Family PracticeInternal Medicine, Dermatology, Pediatrics, Behavioral Health;GYN, Dental, Urgent Care, Community Outreach, PharmacyServices, Enabling Services; 5 service delivery sites and 1 Admin officeKey Performance Milestones• Applied for/awarded HRSA $175,700 expanded behavioral health services grant • Applied for/awarded HRSA $275,000 SUD behavioral health services grant • Applied for/awarded $400,000 school-based health center grant• Applied for/awarded 5 year $500,000 CDC grant to increase patient screenings for pre-diabetes• Applied for/awarded $30,000 American Cancer Society colorectal grant • Applied for/awarded $3.1M HRSA Service Area Competition grant• Applied for $20,000 Natchitoches Regional Medical Center Foundation grant/awarded $2,750 • Led health system to achieve NCQA Patient Centered Medical Home – Level 2 recognition• Led health system to achieve the first Louisiana-based FQHC CDC-recognized diabetes prevention program • Nominated and selected to receive top state FQHC leadership award (The Eric B. Taylor Award). Selected out of 36 fellow FQHC CEOs in the State to receive this prestigious leadership award• Operationalized a school-based health center to provide core primary care services to school students and teachers on school campus• Implemented business strategy resulting the health system drawing down over $130,000 in federal Meaningful Use incentive pay• Awarded Natchitoches Chamber of Commerce Non-Profit Company of the Year award• Increased the number of company sites from 3 to 6; with plans to add another site this year and another site next year• Diversified our health system services to include: Podiatry Services; ECG Services; CDL Services and Physical Therapy Services
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Chief Executive Officer (Fqhc)Operation Samahan Inc. Apr 2016 - Sep 2016National City, CaliforniaNote: HRSA -sanctioned turnaround assignment. Successfully restabilized, diversified and grew the health system. Responsible for $11 million dollar operating budget; 125 FTEsIntegrated primary care health system offering: Family Practice, Internal Medicine, Pediatrics, Behavioral Health, OB/GYN with delivery, Dental Services, Urgent Care, 7 service sites;Community Outreach, Enabling Services, Services, Pharmacy Services;multiple service sites; re-engineered this health system from the ground up;strengthened/stabilized system Executive Team, middle management, left system running at a 15% margin; turning the system around froma previous year operating loss; opened a new health center; initiated construction on another new health center; service line; designed/implementedthe company’s first owned/operated Women’s Health Services service line; recently passed budget will grow the system by $3.5 million dollars (14.5M operating budget);hired CMO, COO, Controller, Manager, Billing Services, Director ofMarketing/New Business Development, Quality Coordinator, PracticeAdministrator, 4 FNPs, 2 Dentists and 1 LCSW; Chief Human ResourcesOfficer, Human Resources Generalist, Manager, HEDIS, negotiated a $1.2MInfrastructure grant from local HMO Plan, opened up a new NAP grantfunded health center, grew 340(b) Pharmacy Services revenues from $34Kper month to $45K per month, expanded Behavioral Health Services serviceline by 50%; obtained Board approval for another $875,00 health center renovation/expansion effort; worked with HRSA to roll over $400,000 inFY15 NAP dollars to current FY budget; coordinated the release of over $250,00in owed Medicare dollars; awarded $35K HRSA quality incentive grant;awarded $65K HRSA HIT grant; awarded $25K in local city revitalizationdollars for needed health system building improvements; worked with Board, staff and HRSA P.O. to remove all 330 grant conditions
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President And Chief Executive Officer (Fqhc)Robeson Health Care Corporation Aug 2015 - Mar 2016Pembroke, North CarolinaNote: HRSA -sanctioned turnaround assignment. Successfully restabilized, diversified and grew the health system. Responsible for $16 million dollar operating budget plus $1 million dollarHRSA Health Infrastructure Improvement grant budget; 225 FTEs;Integrated 7 health center sites, 6 residential treatment sites; primary care health system offering: Family Practice, Internal Medicine, Pediatrics, Behavioral Health, OB/GYN, Urgent Care, Residential Care Treatment servicesCommunity Outreach, Enabling Services, TransportationServices, Pharmacy Services; multiple service sites• Re-engineered health center leadership team infrastructure to drive 20% patient encounter improvement • Stabilized/strengthened Executive Team infrastructure (recruited CMO, COO, Practice Administrator, Director of Quality/Corporate Compliance Officer, Practice Manager IIs and New Business Program Developer• Stabilized/strengthened Nurse Group staffing infrastructure• Developed three year strategic plan/submitted same to HRSA• Developed HRSA 330 grant corrective action plan/submitted same to HRSA• Developed 3 year financial viability plan/submitted same to HRSA• Acquired $2.5M OB/GYN medical practice which will add another 2 health center sites to our Medical Group; 20 additional FTEs and $2.5M in additional system revenues • Strengthened system integration between health center and residential treatment services • Increased 7 health center patient revenues generated by 20%• Expanded Pharmacy Services operations from 2 to 3 Pharmacies within our Medical Group • recruited 7 Medical Group clinicians to strengthen Medical Group • worked with Board of Directors to bring Board composition into federal FQHC Board compositional compliance • Recruited Interim Chief Financial Officer • Lead corporation through JCAHO recertification • Designed plan to move 4 of our health centers to PCMH level 3 recognition • Took the corporation from losing money to operating with a 5% margin -
Division Director, Residential Care ServicesDepartment Of Health And Human Services Mar 2014 - May 2015Olympia, WashingtonResponsible for $34 million dollar operating budget; 315 FTEs,Provide executive leadership strategic direction for Agency division responsible for regulating 237 Nursing Homes, 553 Assisted Living facilities, 2,750 Adult Family Homes, 13 ICF/IID facilities.145 Supported Living Providers, Enhanced Services facilities acrossthe State of Washington. Division is also responsible for working withAgency Cabinet, Legislative Officials and State Associations to generate long-term care RCWs and WACs. Division regulates a multi-billion dollar licensed residential care facility long-term care industry. • Re-engineered/strengthened Divisional executive team withinfirst 12 months aboard • Outlined/implemented Divisional re-branding strategy• Re-engineered Divisional staffing to better track with DivisionalGeneral operating budget• Outlined/implemented HQs/Field Office integration strengthening Strategy• Strengthened Divisional Individual Dispute Resolution operational model• Strengthened Divisional Complaint Resolution Unit operational model • Re-engineering/strengthening Divisional mid-grade leadership Infrastructure • Designed/implemented Divisional Compliance Unit operationalModel from inception • Brought forth Divisional staffing request legislation packageswithin first 12 months aboard • Implemented Divisional; workload modeling analysis -
Chief Executive Officer (Fqhc)Wellness Pointe Health System Mar 2012 - Aug 2013Longview, TexasNote: HRSA -sanctioned turnaround assignment. Successfully restabilized, diversified and grew the health system. Responsible for $14 million dollar operating budget; 170 FTEs;Integrated primary care health system offering: Family Practice, Internal Medicine, Pediatrics, WIC, Behavioral Health, OB/GYN with delivery, Dental Services,Urgent Care, Community Outreach, Enabling Services, Pharmacy Services; multiple service sitesMajor Professional Accomplishments • Curtailed projected operating losses by $400,000 first year aboard• Recruited CMO, COO, CIO, Decision Support Analyst, System Nurse Manager, CDO, Manager, Internal Audit first year aboard• Recruited 10 new system providers within first 10 months aboard• Successfully lead system off HRSA corrective action plan first year aboard• Implemented system wide POS collection improvement strategywhich resulted in 30% improvement in POS collections• Implemented TPA collections arm which will bring in a projected$60-80K in recouped system annualized Bad Debt revenues• Designed/implemented system provider productivity improvement planwhich will result in the system experiencing a 30% systemwide provider productivity increase for FY12 (from 48,000 annual encounters to 65,000)• Implemented strategy to double system Dental Services encounters this FY• Successfully renegotiated FQHC encounter rate from $99 per encounter to$157 per encounter. This effort alone will result in the system generating $1.7million in additional revenue this FY • Applied for/awarded $55,000 HRSA Supplemental quality grant designed to improve cervical cancer screenings• Awarded $300,000 HIV Expanded Testing grant ($300,000 per yearfor three years)• Built OB/GYN service line from the ground up (currently staffed with4 physicians, 2 certified nurse midwives and 1 physician assistant)
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Vice-President Clinics And Outpatient Services (Critical Access Hospital)Mercy Medical Center Mar 2011 - Mar 2012Williston, North Dakota$41 million dollar integrated Critical Access Hospital systemDirectly responsible for Family Practice, Internal Medicine, Laboratory Services, Radiology Services, Pediatrics, Ear, Nose, Throat (ENT), OB/GYN, Orthopedics, Express Care,Occupational Health, Cancer Treatment (includes Medical and Radiological Oncology services), Physical/Occupational/SpeechTherapy, Allergy, Cardiology, Nephrology, Neurology, Podiatry and General Surgery Clinics Major Professional Accomplishments• Worked with CEO to outline/implement system service-linerestructuring effort• Have recruited and operationalized 4 new Provider practices • Helped design/implement the development of a Hospitalist Program• Helped developed venous ablation service line business plan• Selected to serve on Catholic Health Initiatives national Patient Satisfaction Survey vendor selection Committee• Received Reverence Service award from CEO for leadership efforts to raise the professionalism/system integration bar throughout the hospital• Outlined/implemented strategy to stabilize Outpatient Servicesleadership team infrastructure• Helped redesign clinic governance model • Designed/implemented Outpatient/Inpatient Services serviceIntegration strategy• Part of hospital Cancer Treatment Center redesign team• Member of hospital Emergency Services redesign team• Member of hospital Outpatient Services redesign team • Successfully help led hospital through Laboratory Services JCAHO re-accreditation effort
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Chief Executive Officer (Fqhc)Tri-Cities Community Health Center Feb 2009 - Mar 2011Pasco, WashingtonResponsible for $24 million dollar operating budget plus $7.5 million dollarHRSA Facilities Improvement Program grant budget; 210 FTEs;Integrated primary care health system offering: Family Practice, Internal Medicine, Pediatrics, WIC, Behavioral Health, OB/GYN with delivery, Dental Services, Urgent Care, Community Outreach, Enabling Services, TransportationServices, Pharmacy Services; multiple service sitesMajor Professional Accomplishments• Increased general operating budget from $18 to $24 million• Doubled number of health system primary care providers• Applied for and awarded $9.5 million in Federal grants• Applied for and awarded WIC Service line operating budget increase of $300,000• Designed $7.5 million dollar 40,000 square foot medical office building• Re-engineered the health system to operate in the black for the first time in 17 years• Helped lead system off HRSAs system compliance watch list• Stabilized Primary Care Group infrastructure• Reduced total system staff turnover by 50%• Designed/implemented over $3 million dollars in cost-containment reductions• Expanded Urgent Care Center census by 30%• designed/led the system through system rebranding initiative• expanded Dental Services service line by 20%• expanded Behavioral Health Services by adding a secondary service sitedesigned/implemented 340(b) Pharmacy Program from the ground up• recognized at the local and state level for system re-engineeringprofessional accomplishments• increased system operating reserves from 45 days to 120 days• increased system patient encounters from 110,000 to 150,000 annually• Expanded chronic disease prevention program visibility• Worked with Mayor’s Office to design/build a new $5.5 millionmedical office building/service site• Recognized at the community and state level for system re-engineeringaccomplishments attained • Worked with HRSA officials to obtain a $200,000 330 grant fundingincrease for the system
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Chief Executive Officer/Executive Director Of Community Outreach (Pace Program)Alexian Brothers Of America Mar 2008 - Mar 2009St. Louis, MissouriNOTE: Was recruited to help bring the program back into regulatory compliance. I not only accomplished this, but helped grow the program from one to two campuses. $15 million dollar Medicare/Medicaid Managed Care Plan,with primary care services operational arm, specialty services,Pharmacy Services, 150 FTEs Major Professional Accomplishments• designed/implemented strategic plan to double system census• helped design/build a second PACE Program campus• improved Program average daily census by 10%• operated Program in the black with a 4% margin• selected to lead one of the first of only 40 PACE Program sites in the nation• designed/implemented Program marketing/brandingstrategy
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Chief Executive Officer (Fqhc)Columbus Neighborhood Community Health Center Mar 2006 - Mar 2008Columbus, Ohio Metropolitan AreaNote: HRSA -sanctioned turnaround assignment. Successfully restabilized, diversified and grew the health system. Responsible for $25 million dollar operating budget; 250 FTEs; FamilyPractice, Internal Medicine, Pediatrics, OB/GYN, Behavioral HealthServices, Community Outreach, Enabling Services, WIC Services, Dental Services, Pharmacy Services - integrated primary care system with multiple service sitesMajor Professional Accomplishments• wrote/implemented HRSA health system compliance correctiveaction plan that resulted in the system being removed from HRSAssystem compliance watch list• improved system operating reserves from 40 days to 160 days • Re-engineered the system to operate in the black for the first time in 10 years• designed/implemented over $2 million dollars in system cost-containment initiatives• worked with the Public Health Department to expand Dental Services• negotiated a $500,000 system base funding increase from the Mayor’s Office; the first City funding increase the system had experienced in overseven years• Expanded primary care network services
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Chief Operating OfficerSt. Louis Connect Care (The Old St. Louis Regional Hospital System) Feb 2004 - Mar 2006St. Louis, MissouriNote: Part of an Executive team brought in to convert this inpatient hospital system into a FQHC look-a-like health system. Responsible for $67 million dollar integrated hospital system; 400 FTEs,Family Practice, Internal Medicine, OB/GYN, Emergency/Urgent Care Services, Pediatrics, Specialty Clinic Services which include the following Clinics: Endocrinology, Gastroenterology,Hepatitis, Dermatology, Neurology, ENT, General Surgery, Pulmonary, Cardiology, ASC (minor surgery) and Endoscopy;Community Outreach, Transportation Services, EnablingServices, Pharmacy Services, WIC Services; Transportation ServicesMajor Professional Accomplishments• Converted full-service multi-million dollar ER to full serviceUrgent Care Center• Part of system re-engineering team brought in to shut down inpatient services operations and convert the system to anintegrated outpatient ambulatory primary care/specialty serviceshealth system• Led strategic effort to affiliate health systems 5 primary care sites with local FQHC systems • Part of senior team that ran the system in the black with 5-7%margin both years I was with the system• Re-engineered the system to become primarily an outpatientSpecialty Care Clinic health system (FQHC Look-Alike)• Successfully integrated system Specialty Care Clinic services intothe broader community health system • Helped design/implement system rebranding/marketing strategy aimed at improving the systems community image
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Director Of Operations (Fqhc)Swope Parkway Community Health System Jan 2003 - Feb 2004Kansas City, Missouri$27 million dollar operating budget; 225 FTEs, Family Practice,Internal Medicine, Pediatrics, OB/GYN, Dental Services, Transportation Services, Community Outreach, Enabling Services,Laboratory Services, Radiology Services, Pharmacy Services, Behavioral Health Services – integrated, multi-site primary care delivery systemMajor Professional Accomplishments • Improved system primary care access by 30%• Stabilized system provider group staffing• Reduced employee staff turnover by 25%• Increased Dental Services service line revenues by 10%• Part of Senior Team that ran the system in the black with a 6% margin• Helped lead the system through successful JCAHO re-accreditation• Expanded system 340B Program by 20%• Helped implement system Pharmacy Patient Assistance Program
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Health Care Executive - Former U.S. Naval OfficerCarl Walters Ii 1988 - 1991Milligton, Tennessee And Okinowa JapanHead, Outpatient Services, Naval Hospital, Millington, Tennessee (responsible for 15 hospital outpatient clinics and 175 FTEs)Command Public Relations Officer, Naval Hospital, Millington, TennesseeCommand Patient Contact Officer, Naval Hospital, Millington, TennesseeCommanding Officer, Camp Schwab Medical Clinic, Okinowa, Japan (responsible for multi-million dollar heath center with 130 FTEs)Commanding Officer, Camp Hansen Medical Clinic, Okinowa, Japan (responsible for multi-million dollar health center with 175 FTEs)
Carl Walters Skills
Carl Walters Education Details
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United States NavyN/A -
Naval Hospital BethesdaHospital Administration -
Hospital And Health Care Facilities Administration/Management -
Hospital And Health Care Facilities Administration/Management
Frequently Asked Questions about Carl Walters
What is Carl Walters's role at the current company?
Carl Walters's current role is Seasoned healthcare executive.
What is Carl Walters's email address?
Carl Walters's email address is ca****@****lth.net
What is Carl Walters's direct phone number?
Carl Walters's direct phone number is +138625*****
What schools did Carl Walters attend?
Carl Walters attended University Of Phoenix, United States Navy, Naval Hospital Bethesda, Weber State University, Weber State University.
What are some of Carl Walters's interests?
Carl Walters has interest in Poverty Alleviation.
What skills is Carl Walters known for?
Carl Walters has skills like Healthcare Management, Leadership, Hospitals, Strategic Planning, Healthcare, Team Building, Process Improvement, Program Management, Healthcare Information Technology, Change Management, Strategy, Healthcare Consulting.
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