Focused on the numerous hospital turnarounds by Chris Wyatt, he now shares his proven methods with struggling hospitals to directly tie front-line operations with financial performance. "There's nothing worse than doing the work and not getting paid for it." - Chris WyattARC focuses on every aspect of Hospital Operations and Financial performance along with the complete patient continuum of care. 1. Operational efficiency through Lean Six Sigma Black Belt practices2. RCM optimization by linking front-line leaders to billing to reduce DNFB, Denials, AWOs, and maximizing E/M levels.3. Showing health systems how CMS can be their most profitable payor by focusing on revenue capture and volume approach to overcome fixed costs.4. Maximize CMI to reduce ALOS and throughput while simultaneously reducing readmissions.5. Deploying standardized processes to capture revenue leakage to competitors, incomplete patient follow-up exams, and non-compliance.6. Deliver a patient-centered model through the continuum of care to help patients live comfortably in their homes and avoid unnecessary hospital readmissions through our home health agency.  Collaborated with partnering hospitals to lower readmission rates by 20% Improved patient medication compliance by 42% Prompted partnerships with 3 area hospitals through modern-care model.

CoxHealth is the area leader in health care and community involvement, with six hospitals, more than 80 clinics, five ERs and nearly 15,000 employees throughout southwest Missouri. We offer a wide range of treatments and services to help with whatever health needs you might have. We know that your health and the health of your loved ones are some of the most personal, important parts of your life. That's why we keep our Mission, Vision and Values at the center of everything we do, every day.NATIONAL RECOGNITION§  Financial acumen: -9% profit margin to +16.3% in 5 years.§ Employee Engagement/Retention improvement (Gallagher): 2019 scores: lowest (43%) to highest (97%tile) of hospitals within the system and nationally in 2023.§  Quality Improvement: '22, '23& 2024 TOP 20 Hospital Nationally in quality by NRHA & Chartis Group§  2023 Press Ganey Human Experience Guardian of Excellence Award: Among top 5% in patient experience§  2023 TOP 5% of all Hospitals patient satisfaction by Becker’s Hospital Review§  2023 Top Hospital Nationally for Nurse Communication by Becker’s Hospital Review§  2022 Rural Summit keynote speaker regarding rural health and how a telemedicine-first strategies can save hospitals§  2021 TOP 15% of all hospitals in patient experience by Healthgrades §  2021 LEVEL III Stroke Center accreditation§  2020-2023 5-star CMS patient experience rating

Specifically brought on to address operational crisis and execute complete turnaround for full range of new financial processes, contracts and operating platforms to avoid imminent closure. ✔ Piloted CCMH to achieve 21.6% in EBITDA and 14.9% in net profit versus prior five-year averages of 2.4% and 0.5%, respectively, despite rapidly improving hospital compliance with federal laws per investigation of previous administration. ✔ Uncovered regulatory violations of Stark, Anti-Kickback, and Federal Financial Abuse. Succeeded in avoiding imminent closure due to fines from HHS OIG. Negotiated $35M fine to $750K and concurrently increased profit margin from 0.5% to 15% during tenure and improved Days Cash by 413%.✔ Spearheaded an Accountable Care Organization (ACO) venture, which improved clinical quality scores by 36% and increased revenue through shared savings of ~$250k over 2 years.✔ Organized and led Northeast Region Cooperative, consisting of nine hospitals in NE North Dakota to reduce supply costs by 38% and standardize practices and improve service quality✔ Facilitated extensive restructuring efforts, including Board of Trustees, provider compensation platform, payor fee schedules and operational silos improving the organization’s net profit.✔ Collaborated with University of North Dakota to develop the first rural surgery outreach program site to improve system net profits by 7%.NATIONAL RECOGNITION✔ 2018 “Gold Aster Award” national competition that recognizes excellence in advertising from Healthcare Advertising Awards Program✔ 2018 National Rural Health Association guest speaker “Regulatory Compliance and Your Hospital” regarding my experience at CCMH.✔ 2017-18 Board Member at Caravan Health (Sygnify)✔ 2018 Received first ever “Nursing Excellence Award” from the North Dakota Hospital Improvement and Innovation Network.✔ 2018 CCMH’s first ever “Zero Harm Award” for nursing excellence from the Hospital Improvement Innovation Network of ND.

Challenged to integrate the transition and new strategic plan after Black Diamond Holdings, Inc. merged CDI with Insight Imaging: Oversaw six direct reports, 3 physician groups of 70+ M.D.s, 440+ staff among 4 direct facilities ownership and 12 additional facilities through a JV, $35M capital budget and $630M in operating budget. ✔ Facilitated the merging of two separate national organizations while stabilizing operations and expanding market footprint into Northern Virginia and Maryland territory by 7%.✔ Gained full approval from the state of Virginia Certificate of Public Need Hearing Committee for opening new building with 3 Tesla (T) MRI in Woodbridge, VA and 1.2T Open MRI in Roanoke, VA increasing volumes by 15% in 19 months.✔ Coordinated the $10M service expansion project with all aspects of regulatory, building codes, and C.O.N.✔ Negotiated direct-service contracting with Boeing adding $5M net revenue and securing future contracts with other large self-insured employers✔ Restructured and led new building relocation project of $3M for administrative functions to increase Associate, referring physician, and customer satisfaction ✔ Led efforts to settle a nationally known lawsuit regarding a 2012 outbreak of bacterial meningitis in the Roanoke market.✔ Invited to speak at the 2014 Press Ganey patient satisfaction national conference.

Challenged to quickly identify and fix operational issues to increase patient satisfaction scores. Oversaw seven direct reports and 164 employees in operating freestanding ER, laboratory and multimodality imaging center. Represented executive proprietary-team of 28 radiologists, 10 ER providers, and three private partners on all business decisions. ✔ Transformed operational efficiency standards to improve net income by 19% .✔ GarneredYTD associate satisfaction score of 87% facility and 97% leadership categories ✔ Spearheaded the pay at time of service initiative to lower A/R by 35% and collect $2.1M at time of service✔ Motivated employees through shared vision of excellence to improve from 32% to 99% in Press Ganey resultsNATIONAL RECOGNITION✔ 2014 Press Ganey Patient Satisfaction National Conference speaker on MWHC’s dramatic turnaround in patient satisfaction scores in record time.✔ 2014 “President’s Award for Excellence” in delivering critical process improvements to improve quality while improving net revenue through elimination of duplicate processes✔ 2014 “Service Pillar Award: Patient Experience” for dramatically increasing customer satisfaction scores from 32 percentile to 99 percentile ✔ 2014 “Service Pillar Award: Financial Excellence” for improving cash collections at time of service by 1,000% from $200k to $2M✔ 2012 author of “Missouri Dental Caries and Systematic Disease,” in Missouri Journal of Medicine, July/August, 2012.