David Semple Email & Phone Number

• Provided guidance to board, management and medical staff leaders of rural West Virginia hospital as to how implementation of Affordable Care Act may affect them and suggest strategic response in order to thrive. • Developed comprehensive work plan to stabilize, focus and grow clinical, administrative and financial operations while serving as Interim CEO of a Massachusetts Federally Qualified Health Center (FQHC) • Provided guidance to senior executives of a major US manufacturer regarding the challenges facing US hospitals as a result of Affordable Care Act and what problems and opportunities they may present for sales of its products. • Analyzed for rural Massachusetts hospital and FQHC the benefits of transferring hospital-employed physicians to the community health center. • Identified closure of ICU in a cost saving move, to be the cause of dramatic decline in emergency, surgery and inpatient volume at a rural California hospital. Prepared financial case for re-opening ICU and secured board approval to do so. • Provided economic, service and financial analysis that averted hostile take-over of rural Tennessee District Hospital by regional referral hospital. Presented the case to the voters, resulted in their rejection of takeover in a special election.• Prepared financial argument for Cleveland Clinic’s winning strategy, which resulted in securing approval to build new clinic and hospital in Naples, FL• Evaluated & advised hospital executives on potential mergers in South Carolina and Tennessee• Developed and taught health care finance & budgeting classes in Nursing and Business Administration Master’s Degree programs at the University of Tampa.• Identified opportunity for physicians and hospitals to increase patient volume and cash flow through marketing of Medicare Supplement Insurance Plans. Worked closely with physicians and hospitals to explain benefits of competing Medicare plans to thousands of seniors in California and Massachusetts.

Recruited to CEO position to create and implement new vision for struggling 216-bed facility. Responsible for all financial and clinical operations of hospital. Developed and implemented strategic plan that turned around financial performance. Led team to initiate new clinical services, recruit physicians and improve profitability. Developed flexible budgeting and staff management system. Negotiated preferred provider agreements. Responsible to board of directors and system president. Hospital owned by Franciscan Sisters of Christian Charity who also own hospitals and skilled nursing facilities in Ohio and Nebraska. Accomplishments included:§ Increased patient volume 20%.§ Increased cash & investments from $600,000 to $20 million.§ Reduced debt/equity ratio from 93% to 45%.§ Brought prices below regional competitors.§ Merged with local competing hospital.§ Created profitable integrated health delivery system.

As vice president, I held primary responsibility for improving hospital management’s relations with medical staff who typically held appointments at two nearby competing hospitals. Accomplishments included:§ Recruited dozens of physicians to existing practices, providing income guarantees at no cost to hospital.§ Created “time-share” physician offices to attract specialists to suburban campus.§ Created physician practice management department.§ Founded First Choice Health Network a preferred provider organization, resulting in significantly increased market share and profitability. Working collaboratively with physician opinion leaders, convinced 2,000 physicians and 6 hospital CEOs and boards to provide start-up capital. Owners regularly receive cash returns on investment in addition to increased patient volume. FCHN serves 1.5 million enrollees and recently celebrated 20 years in business.

Promoted to planning position in recognition of collaborative planning skills involving physicians, nurses, other clinical and support staff to improve hospital operations. Identified multi-department and multi-profession operational issues, developing and implementing improvement plans. Created strategic vision and operating plans for sixteen clinical departments most of which directed by Harvard physicians and employing staff of 5,000. Departments included: Operating Rooms, Anesthesia, Blood Bank & Transfusion Service, Rehabilitation (PT & OT), Respiratory Care, Radiation Oncology, Tumor Clinic, Orthotics & Prosthetics, Stoma Services, Hyperalimentation, Blood Gas Laboratory, Pharmacy. Directed multi-million dollar construction projects on time and under budget.

§ Developed reimbursement program for newly created Community Homes for Retarded Citizens. § Prepared first Program Budget for DMH, which identified funding by major clinical programs.

Cushman Management Company owned and operated four skilled nursing facilities in eastern Massachusetts. Responsible for all clinical and financial operations. Administrator§ Twin Oaks Nursing Home 120 bed facility, Danvers, MA § Oxford Manor Nursing Home 120 bed facility Haverhill, MA

Mba, Strategic Planning & Management

Ba, Business Administration

Activities and Societies: Beta Alpha Psi Accounting Society, Best Original Paper