Chad Markham Email & Phone Number

Springfield, Illinois, US

Responsible for strategic, operational, quality and cultural performance for HSHS hospital operations in Springfield, Litchfield, Decatur, Effingham and Shelbyville, IL.

• Led strategy and operations of a not-for-profit, 183-bed hospital, Program for All-inclusive Care for the Elderly (PACE), JV hospice and cancer center, generating $240M in net revenue with 1.2K employees, 11K.
• Initiated proactive mid-month operational and financial department head reviews leading to best margin performance in ten years (6% vs. ten-year average 2.9%).
• Employee engagement plan resulted in overall score in the 80s for the first time.
• Turned around cancer center by overhauling physician contracts, improving revenue cycle and developing leadership. Retaining existing and recruiting additional oncologists and improving patient experience from mid-80s.
• Served as Pandemic Incident Commander developing and executing surge plan that led to mortality rate lower than national average amidst sustained surge.

• Oversaw $45M budget, 200 FTEs and 30 providers for a 1K+ provider multispecialty practice across three states, delivering direct executive support for multispecialty clinic operations, ACO, PACE, therapies, strategic.
• Integrated former hospital-employed physician operations into system unified clinic network.
• Substantially improved practice quality and patient experience metrics
• Authored PACE expansion business plan doubling the number of frail-elderly served by PACE and growing revenue from $12M to $25M over seven years.
• Negotiated ED physician and hospitalist contracts to improve recruitment and retention while aligning productivity, quality and FMV.
• Restructured hospital Quality program. Implemented a comprehensive hand hygiene program. Prioritized CMS Star Measures, elevating St. Luke’s from 1 to 2 stars in 2021 and anticipate 3 stars in 2022.

• Oversaw a $30M budget, 100 FTEs and 25 providers while providing executive support for clinic operations, business health, ACO, therapies, and sleep lab, reporting to UPHSL COO.
• Led visioning, planning, building, and operationalizing $26M, 90K SF medical office building leading to increased market share, revenue, patient access.
• Brokered merger of local hospital employed medical practice merger with system practice.
• Built regional ACO with employed and independent groups creating clinically integrated network.
• Established Provider Committee to increase physician engagement on strategy and operations.

Hawarden, IA, US

Grew volume and revenue through new service development and revenue cycle/chargemaster improvement. Solved long standing physician recruitment issues. Improved employee engagement and patient experience metrics through focused work on leadership development, culture, quality and process improvement (LEAN).

Des Moines, IA, US

A great enterprise-wide cross-section of revenue cycle experience and project management. Hard wired risk-based prioritization. Lead policy implementation and training for HIPAA implementation in 2003.

Des Moines, IA, US

Reporting to Director of Surgical Services, responsible for service line profitability, budgeting, revenue cycle, materials management. Managed 12 ORs, 7K surgeries, open heart program, pain clinic, 6 GI suites, perioperative services. Managed scheduling staff and central processing department. Led surgery value analysis team.