Diana Ramsay Email & Phone Number

In 2018 Diana formed The Ramsay Group, an exclusive Executive Search firm. With her insider's knowledge of behavioral health, human services, substance abuse programs, zoos and aquariums, and her special interest and understanding of operations, governance, mergers and acquisitions and philanthropy, she is uniquely positioned to identify and effectively assess candidates. She uses her deep knowledge of programs and operations to create partnerships with clients as they build out their optimal leadership teams. The Ramsay Group overturns the traditional metrics used to determine success in executive search. The Ramsay Group measures its success solely by the effectiveness of the execution and outcome of candidate placement. Diana and Anne Walton, her managing partner are individuals with meaningful executive experience and deep knowledge of operations. Diana is directly involved in all aspects of candidate placement. She has differentiated her Search Firm with a laser focus on candidate management execution, including candidate vetting, selection, placement and onboarding.

Engaged to advise and consult in large scale business planning in the health care, behavioral health and human services sectors.

Diana joined Sanford Rose Associates - The Tolan Group to start up and lead its Behavioral Health, Human Services, Family Services and Substance Abuse business. Diana brought a special interest and understanding of governance, mergers and acquisitions and philanthropy to the firm.

Philadelphia, Pa, Us

A $70 million, not-for-profit organization, Wordsworth provides a continuum of education, behavioral health treatment, and child welfare services to children, adolescents and families in Southeastern Pennsylvania. Services include two fully licensed schools, programs for children in acute psychiatric crisis and a range of community-based prevention, child welfare, and behavioral health services. Hired to facilitate consolidation of Wordsworth Academy into a larger organization. Worked with the board to: identify acquisition partners; develop term sheets; oversee due diligence; negotiate an affiliation agreement; transfer state and city contracts; and close the deal. Completed the acquisition in 3 months. In the meantime, managed a bankruptcy and was responsible for all operations, external relations, quality and risk management. Staff morale and stabilization was a priority.

Langhorne, Pennsylvania, Us

Pursued rapid growth strategy and system-wide integration. In 3 1/2 years Woods revenues increased from $120M to $225M. During same period net assets increased by $16M from $84M to $100M. Geographic and programmatic diversification occurred through five acquisitions, with expansion into two additional states. Responsibilities included fundraising, business development, geographic and programmatic diversification,mergers and acquisitions, and strategic planning. The 100 year old organization provides residential, educational and vocational supports for children and adults with autism spectrum disorder, developmental disabilities, traumatic brain injury, and other special needs.

Hanover, Maryland, Us

Led the consulting practice for project management and operations redesign for inpatient, outpatient and affiliates including pediatrics, surgery, medicine, cardiology, and radiology in preparation for health-care reform as well as an anticipated move into the new 1.6 million square foot replacement hospital.

Baltimore, Maryland, Us

One of the nation's top ten psychiatric health systems for 16 consecutive years. Largest free-standing psychiatric health-system in the mid-Atlantic region. Accountable for delivery of clinical and administrative services for two hospitals, day-hospitals, medical/surgical hospital contracts, outpatient services, schools, child and adolescent residential treatment centers, professional services, joint-ventures, and community-based psychiatric rehabilitation subsidiaries. Responsible for strategic planning, quality improvement, corporate compliance, business development, administrative policies, and resource allocation for clinical and administrative support departments. Accomplishments included transforming a cyclic multi-million dollar loss into a positive bottom line for 9 consecutive years and increasing revenues 143% from $107 million to $260 million. Increased net assets 48% from $163 million to $241 million through the development of a new $120 million 300,000 square foot replacement hospital and acquisition of a second hospital and a third campus. Won over staff from an imminent union vote by serving as champion for the Health System.

Fredeick, Md, Us

Nationally recognized community rehabilitation program and newly acquired subsidiary of the Sheppard Pratt Foundation. Led the operations units including psychiatric rehabilitation, continuing care teams, licensed community mental health clinic, crisis housing, after school, respite, vocational, mobile treatment, mobile crisis, social recreation, and thrift shop programs. Led mergers and joint ventures, and developed fundraising capacity. Increased revenue by more than 400% in 3 years to annual operating budget of $12 million. Increased vocational program revenue by 400% in 1-year by negotiating lucrative state contracts. Reduced expenses of community mental health clinic by 36% by changing the physician and clinician service delivery model. Assisted Sheppard Pratt in state-wide expansion resulting in its acquisition of the Howard County Public Mental Health Clinic and psychiatric rehabilitation program, and a clinic and community rehabilitation program in Washington County.

Masters Degree, Masters Social Policy And Masters Degree International Security Policy

Executive Program For Nonprofit Leaders

Executive Program Finance Graduate School Of Business

Bachelors Degree, Occupational Therapy/Therapist