Eli Mingail Email & Phone Number

El Segundo, Ca

Provided a client-services focus to develop and organize business infrastructure and clinical integration for Medical Foundations, hospital-based clinics, and multiple medical practices. Consistently improved communications, reduced costs and directed higher efficiency driving equity performance via improved operations.  Facilitated business performance and operations performance assessments, achieving management success for multiple medical practices and hospital-affiliated medical practices driving efficiency, reducing costs, and standardizing operations. Conducted operational due diligence to determine feasibility of consolidation of multiple medical practices with large a Medical Foundation leading to successful negotiations and integration.  Drove profitability and revenue growth by collaborating on emerging compensation modeling for multiple integrated and stand-alone physician practices.

Palo Alto, California

PCHA is the Medical Foundation for Stanford Children’s Hospital.Built the infrastructure to develop fiscal management, payroll, and operations management of all medical practices within 6 months, and managed all affiliated practices. Reported to Senior Vice President of Network Development for Stanford Children’s Health who also served as PCHA CEO. Within 6 months, successfully onboarded 8 medical practices employing 80+ providers and 200 employees in 35 locations. Key player driving equity performance by building an infrastructure that supported human resources, information systems, revenue management, payer contracting, provider recruitment, incentive development and liability coverage. Developed strong relationships with PCHA providers in multiple specialty groups and facilitated integration into the Medical Foundation with widespread market share in a highly competitive pediatric healthcare region.  Maximized clinical and financial viability by developing tools that monitored performance and outcomes for specialized aligned practices. Created a cohesive network of all medical group managers by fostering open communications and sharing best practices.

Los Angeles, California

Influential leader in business development and outpatient clinic operations in a high-profile geographic area for a 204-bed physician-owned community hospital with a strong surgery base. Accelerated Behavioral Health Clinic volume 350%. Developed proactive relationships with local medical centers and community organizations. Introduced a specialty outpatient program that exceeded projected volume of 1,500 annual procedures and treatments.

Torrance, California

Developed the financial model for medical group affiliations, a key component in achieving initial clinical integration objectives for Cardiovascular Medicine specialty at this 401-bed non-profit hospital focused on becoming the facility of choice in the South Bay Communities service area of Los Angeles County.  Drafted a template for their organizational infrastructure build outlining staffing, employee benefits and space allocation components.  Provided recommendations for integrated legal structure design.

Directed a multimillion-dollar annual budget, 80+ employees, and operations for 13 physicians and 4 clinical sites that affiliated with Torrance Memorial Medical Center and allowed a smooth transition to a role of higher responsibility.  Positioned company as leading provider in Cardiovascular Medicine in South Bay region by growing practice and increasing profitability 20+%.  Key drivers included creating a strong medical groups network, negotiating contracts with largest referral source in service area, and partnering with key subspecialty providers. Improved clinical efficiency, increased privacy and facilitated physician documentation by transitioning to electronic health records management (EHR). Within first 5-years, reduced employee turnover 75%. Directed strategic planning process to create a 3-year expansion plan that broadened group’s prominence in South Bay region. Expanded market share by strengthening relationships with key constituents and collaborating on multiple projects with local hospital leadership.

Master Of Science In Public Health (Msph), Healthcare Management

Bachelor'S Degree, Sociology