Jared Hopkins Email and Phone Number

• Oversee financial operations, annual budgeting / forecasting, and long term financial planning for the $250M+ of annual IT spend within Michigan Medicine. • Manage a 6 person finance division embedded in Health Information Technology and Services. • Partner with University procurement in leading major RFPs and strategic contract renewals to enhance value and to set multi year financial planning expectations.• Primary liaison to clinical and medical school colleagues to support business case assessments and total cost of ownership analysis where IT investment is a major consideration.

• Leveraged experience and skills in management consulting, corporate finance and business development in a newly created position in health system IT administration. Provided advisory support, project oversight and analytics to process improvement initiatives across Michigan Medicine, especially where IT is a key stakeholder.• Partnered with university procurement to evaluate and target IT vendor relationships and contracts for improved value.• Led due diligence and framing for long term capital planning and IT reinvestment to support a rapidly changing and expanding health system, driven by local and statewide expansion, technology innovation and industry dynamics. • Drove business intelligence and performance improvement for a "best in class" $200M+ shared services IT business unit within a $4B US News Honor Roll health system.

Reported to the CFO of a $4B health system and led strategic financial planning and implementation of major initiatives. Examples included:• Served as a designated liaison to acquired facilities, e.g. Metro Health, supporting physicians and hospital leadership to create service line pro formas and specialty specific performance metrics for new program activations.• At the Ann Arbor campus, provided ongoing leadership over strategic initiatives including partnerships and acquisitions, concierge medicine, international patient care, single case and professional services agreements for out of network patients and physicians. • Provided financial leadership in support of the 5-year Strategic Financial Framework (operating and growth forecast, capital investment schedule and debt capacity), including leading an enterprise wide financial risk assessment for the University CFO. • Co-led the Business Venture Opportunities Committee and collaborated with the Office of the General Counsel, Tech Transfer, Compliance and Tax to support due diligence and evaluation of joint ventures and start up opportunities.Engaged in major consulting initiatives of strategic importance. As assigned by senior leadership, provided in depth project leadership for cross-functional teams to prepare or plan for major changes in market dynamics, policy or regulation. Examples included:• Bundled payments and value based care initiatives.• Health System Analytics Roadmap (aka Compass).• Investment in EPIC as primary application for EMR, scheduling and revenue cycle.• Financial planning for the Affordable Care Act.Additional committee roles and leadership responsibilities included:• Payment Advisory Committee• Population Health Strategy• Claims / Malpractice Management• US Cooperative for International Patient Programs (external)Training and education (nomination and selection only):• Lean Health Care and Master’s Series Leadership• Linkage Leadership Academy

• Led marketing and sales of a surgery business development service to US hospitals and surgery practices. Personally accountable for generating new revenue greater than $1MM.• Delivered on-site evaluations of bariatric surgery programs and create work plans for 6-8 week marketing, process and service performance consulting engagements.• Collaborated with the internal market development team and procedure marketing division to optimize patient reach, speed and access to surgical therapy for morbid obesity.

As a member of a 40-person consulting partnership, served leading hospitals and health systems experiencing strategic and operational challenges. Client responsibilities included: designing and executing data rich analyses related to financial planning and operations improvement, facilitating collaboration across senior level management, and drawing upon healthcare knowledge and experience to cultivate new ideas and to spur change for organizations. Previous client engagements included:• Ambulatory Patient Access, University of Pennsylvania Health System: Led multiple outpatient scheduling, capacity utilization and throughput redesigns for specialty and sub-specialty clinics.• Inpatient Operations, Lucile Packard Children’s Hospital at Stanford: Facilitated a staffing and labor budget process improvement initiative for inpatient pediatric nursing units.• Cost Benchmarking, Lucile Packard Children’s Hospital at Stanford: Created a multi-hospital cost benchmarking tool used by the COO charged with creating a 3-5 year cost management strategy.• Facility Planning, Citrus Valley Health Partners: Designed a 20-year local market forecast, combining demographic changes with patterns of health care use rates. Findings were presented to board members and local government officials faced with a community capital planning decision.

(formerly GUIDANT CORPORATION)Global Product Manager, Strategic Marketing• Owned vascular device market modeling and revenue forecasting responsibilities for business unit senior staff and corporate investor relations.• Managed relationships with third party vendors to track market share, medical device product utilization and practice patterns in US hospitals. • Completed ad hoc projects targeted at strategic business objectives for senior management, e.g. Reviewed the financial royalty schedule of a business development deal with Johnson & Johnson to create a sales force incentive structure.Summer Associate, US Marketing• Contributed to a financial tool to support hospitals in managed care reimbursement contracting for medical devices.• Analyzed managed care company technology assessment, coverage and payment methodologies and presented recommendations to senior staff regarding market development opportunities, ROI of economic outcomes research, and third party reimbursement marketing to payers.

• Led primary marketing and sales to over 150 US hospitals yielding 30 new clients.• Delivered on-site presentations of research findings in clinical and operations best practices, employee retention and strategic planning to hospital executive teams.

• Contributed to a 1999 “State of the Union” publication for 2,400 US hospital CEOs, entitled “Future Fortunes,” presenting major drivers of provider industry margin decline and strategies for performance improvement.• Participated on a team responsible for quantifying the impact of Medicare reform on hospital financial status as outlined in the Balanced Budget Act of 1997.