David Sones Email & Phone Number

Hartford, Connecticut Area

Providing executive leadership with full accountability for all Ambulatory Surgery Center (ASC) operations. Has directed operations of multiple ASCs, including a ten-OR facility performing approximately four-thousand (4,000) orthopedic and musculoskeletal procedures per year. Oversees all regulatory compliance, quality assurance, human resources, credentialing, physician recruitment/ satisfaction, financial reports, cost savings, supply and inventory management, capital expenses, patient safety and building/equipment maintenance initiatives. Directs and coordinates all Governing Body meetings, Medical Advisory Committee, Peer Review, Anesthesia Review, Quality and Pharmacy Services and manages/ maintains effective communications between all entities.

Waterbury, Connecticut

Directed operations of a dynamic health care organization, controlling all expense management initiatives, including financial analysis, budgeting, and cost minimization. Form relationships with new vendors and service providers. Define and sustain KPIs for labor management, compliance, marketing, customer satisfaction, and operations. Effectively communicate with customers, managers, staff, and vendors.• Successfully optimized operations, eliminating $25K in monthly payroll expenses. • Oversaw $500K physical plant renovation, updating and refurbishment. • Ensured successful transition into Trinity Health of New England Preferred Provider Network. • Implemented Bundled-Payment for Care Improvement (BPCI) reimbursement process.

Hartford, Connecticut Area

Accountable for oversight of a ten (10) free-standing facility portfolio providing post-acute skilled nursing, rehabilitation, dementia and behavioral health services. Worked closely with senior leadership to assume responsibility for various corporate projects deemed critical for organizational efficiencies, enhancement and effectiveness. Assisted in each facility’s monthly operational review to identify and discuss operational challenges and create/ implement strategies to address. Served as administrator-of-record during transitional periods/ administrator vacancies for three (3) separate facilities in their regulatory-review window, leading each facility to positive survey outcomes, including one “deficiency-free.”

Delivering leadership and direction for all skilled-nursing and adult-day service operations, including 542 skilled-nursing beds spread over two campuses. Responsible for this non-profit organization’s regulatory compliance, government relations and financial management initiatives, as well as oversight of an “in-house” medical model comprised of 12 MDs/ APRNs, and a state-of-the-art Wound Healing Center operated in conjunction with Rochester Regional Health System. St. Ann’s, Rochester’s third-largest healthcare provider with over 1,200 employees, offers a full continuum of services including transitional care, long-term care, adult-day, inpatient hospice, memory care, and independent/ assisted-living services.

Regional Director of Operations Provided leadership to administrators and support to corporate directors to advance company’s goals and objectives. Accountable for enhancement of operations for four (4) SNFs totaling 445 beds and generating $48 million in annual revenue. Responsibilities included but were not limited to census/ case-mix, Med A/B management, variable-expense management, labor management, employee relations, worker’s compensation, clinical indicators/ benchmarks, regulatory compliance and quality improvement initiatives. Direct report to company’s senior executive management team.AdministratorAccountable for all clinical, financial and regulatory operations for 105-bed and 150-bed skilled nursing facilities (“SNFs”) with high-turnover (50+ admissions/ month), short-term orthopedic and complex-medical rehabilitation units. Created many successful quality improvement and staff/ customer satisfaction initiatives. From 2009 through 2011, the 105-bed facility exceeded budget by over a quarter-million dollars and achieved excellent state surveys with no G-level deficiencies. Consistently ranked # 1 (of 25) in company for Medicare performance. Facility named a CMS “5-Star” rating from 2010 forward. Transferred to a “turnaround” facility in June 2012, rebuilt entire management team and reduced $1.2 million dollar annual net loss by $680k in one year. Achieved 60% improvement over prior year’s survey results. Facility achieved CMS “4-Star” rating after having been “2-Star” for the previous three years.

Vice President of OperationsResponsible for coordination, oversight and support of operations for four (4) SNFs, totaling 619 beds and generating $53 million in annual revenue. Heavy focus maintained on census development, regulatory compliance and variable-expense management. Active involvement with union relations and staff communications. Assisted in the negotiation and settlement of collective bargaining agreement with labor union. Directly involved with negotiations of various ancillary-service and vendor contracts. Participated in market “re-branding” of company, oversaw renovations of physical plant and assisted with the development of new post-acute, short-term rehabilitative programming. AdministratorDirected operations for 150-bed and 166-bed SNFs with an emphasis on dual-diagnosis behavioral health and drug and alcohol recovery. Facility achieved three years of successful DPH surveys (2005-2007). Maintained 100% occupancy rate for three consecutive months (2006). Facility received AHCA/ NCAL Malcolm Baldridge Step I Quality Award (2007). Reversed monthly six-figure facility financial loss to positive financial net within eight months, primarily through extensive marketing/ case-mix enhancement, reduced labor cost and strict variable-expense management (2007).

AdministratorLed both 135-bed and 330-bed SNFs through significant fiscal turnarounds, leading each to financial profitability after years of negative operating performances. Eliminated over $100k/ month nursing registry expense for 2 different facilities (2001 and 2004). Of over 250 Sun facilities nationwide, attained 2nd best staff turnover/ retention rate in the country (2001). Facility maintained best A/R in the region in Days-of-Sale-Outstanding (“DSO”) (2004). Oversaw the increase of facility ADC from 267 to over 315 within four months (2004). Facility achieved score of “90” on initial Joint Commission on Accreditation of Healthcare Organizations (JCAHO) certification survey (2002).

B.A.

Graduate Coursework, Healthcare And Insurance Studies