David W. Fuller Email and Phone Number

Complete operational responsibility for the development of business planning, along with the deployment of strategies necessary to insure the effective start-up of new ambulatory care center in northeast Alabama. Worked to insure adequate business planning, financing and start-up activities of practice to insure long-term success. Negotiated real estate lease, directed contractors for improvement of physical space, deployment of provider credentialing and start-up of requisite electronic record systems and developed the required reporting responsibilities. Developed and deployed community education and marketing initiatives of new business. Functioning as the primary information conduit to the leadership of both the management company and client representatives.

Interim Chief Executive Officer - Ruston Louisiana Hospital Corp., dba: Northern Louisiana Medical Center. Full operational responsibility for 165-bed, for-profit general/surgical hospital, interventional cardiology program, and full-service community hospital with $400M+ in gross annual revenues. Coordinated the development of long/short range strategic planning, market/business evaluation, business plan development/deployment, and daily business operations. Medical staff affairs, including recruitment, retention, and development were included responsibilities. Five-member executive team. Coordinated activities of the administrative team, department leaders, and medical staff. Served as Secretary to local Board of Trustees. Reported to CHS Division II President

Chief Executive Officer - Prime Healthcare Services, - Gadsden, LLC, dba: Riverview Regional Medical Center. Held full operational responsibility for 281-bed, for-profit general/surgical hospital, outpatient GI center, outpatient wound care center (inclusive of hyperbaric therapy) outpatient imaging center, five (5) physician practice locations, interventional and surgical cardiology program, and full-service community hospital with $1B+ in gross annual revenues. Directed long/short range strategic planning, market/business evaluation, business plan development/deployment. Oversaw medical staff development to include recruitment, retention, and development. Led five-member management team. Interfaced with administrative team, department leaders, and medical staff. Served as Secretary to local Board of Trustees. Reported to Corporate Regional CEO for Operational Division 2.  Responsible for effective and efficient transition at the local level from previous ownership to that of the new owner, Prime Healthcare Services, after several years of uncertainty about the future of the organization.  Enhanced performance in the emergency department to reduce LOS, <150 minutes for discharged patients. Worked to improve information flow to centralized business office (CBO) in concert with CFO. Cash flow was at 7% of net revenue upon arrival, achieved 104% at the time of departure from the organization.  Improved facility HCAHPS performance as evidenced by improvement in “Willingness to Recommend” by 30%. Implemented entirely new electronic clinical documentation system (EHR). Deployed EPIC system house-wide to improve clinical documentation and charge capture. The transition in question was done to accomplish improvements in documentation as well as permit the facility to come off the Transitional Service Agreements (TSAs) with the former owners. Reduced overall labor and supply costs in excess of 20% during the period of involvement.

Chief Executive Officer – Crestview Hospital Corp., dba North Okaloosa Medical CenterPromoted through five increasingly responsible CEO roles in 15 years. Held full operational responsibility for 110-bed, for-profit general/surgical hospital, ambulatory surgery center, designated rural health clinic provider, interventional cardiology program, and full-service community hospital with $900M+ in gross annual revenues.* Increased and maintained profit margins at 20%+ for three consecutive years * Recruited 15 new physicians representing six medical specialties.* Reduced safety incidents 60% and achieved HRO (highly reliable organization) status.* Gained facility designation as “Finest on the Emerald Coast” for four years in a row.* Boosted scores on Centers for Medicare and Medicaid HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) survey.* Drove 10 consecutive quarters of improvement in clinical core measures.* Led successful completion of $22M expansion.* Protected facility’s reputation and sustained only minor financial impact during two potentially catastrophic patient care events.

Chief Executive Officer – Franklin Hospital Corp. Inc., dba Southampton Memorial HospitalPromoted to provide strategic direction, long/short term planning, and operations leadership for 221-bed, for-profit general/surgical hospital, nursing facility, forensic unit, and full-service community hospital with $150M in annual gross revenues. * Achieved highest customer satisfaction scores (90%+) in highly competitive Tidewater Region of Virginia with 85%+ top-box scores.* Led nursing facility to gain “Five Star” status from Centers for Medicare and Medicaid, one of only four in Virginia. * Completed plan to meet all IT Meaningful Use Phase I requirements for EMR deployment. * Recruited three physicians in two medical specialties.* Boosted margins 5% to reach 15% and meet targets.* Recognized with CHS Excellence in Leadership Award.

Chief Executive Officer – Woodland Medical CenterAppointed to direct all aspects of long/short range strategic planning and business operations for 100-bed, for-profit, general/surgical hospital, adult psychiatric unit, sub-acute nursing unit, and full-service hospital with $90M in gross annual revenues.* Recruited four physicians representing three medical specialties.* Reduced cost per case by 5% and overall length of stay 20% from five to four days.

Chief Executive Officer – Washington Hospital Corp. Inc., dba The King’s Daughters HospitalPromoted to provide strategic direction and leadership to 137-bed, for-profit general/surgical hospital, geriatric psych unit, sub-acute nursing unit, and full-service community hospital with $80M in gross annual revenues.* Catapulted patient volumes with 34% increase in inpatient admissions and 42% growth in surgery. * Recruited 17 physicians in 11 medical specialties within 18 months.* Propelled operating margin 50%.* Improved JCAHO accreditation score to 95 after only one year at the facility.* Reduced cost per case 5%.* Played instrumental role in sale of hospital to competitor for 350%+ of original purchase price.

Chief Executive Officer – Harris HospitalDirected all operations and business planning for 132-bed, for-profit general/surgical hospital, skilled nursing unit, and home health agency with $47M in annual gross revenues. * Boosted facility revenues 20% with 16% operating margin.* Reduced total length of stay 2%.* Lowered cost per case by 2%.* Increased emergency room and labor/delivery volumes by 7% and 13%, respectively.* Achieved JCAHO accreditation with aggregate score of 92.