Jeff Behm Email & Phone Number

Jackson, Nj, Us

Neptune, New Jersey, Us

Associate Advisor for private consulting firm with expertise in operational efficiencies, process improvement, start up, and day to day operations of all ground and air mobile health services.

Asbury Park, New Jersey, Us

Onsite consulting and leadership role of community health center (FQHC) with challenging financials and operational inefficiencies. Reviewing and implementing workflows and process improvement for success and stability of organization. Inclusive but not limited to staffing, remote call center, employee culture change, operational improvements, provider interaction, performance metrics and KPIs, billing and collections, as well as overall patient experience from registration through referral and clinical care.

Copenhagen Sv, Denmark , Dk

Led start up at all operational levels for new mobile health services in San Diego for a successful launch in a short time period. Set KPIs for efficient operations, established policies and procedures for base of operations, developed collaborative relationships with City officials and employee union. Lead negotiator for employer in local contract negotiations. Worked closely with City officials on amendment of contract to reduce potential fines related to staffing and response times due to national staffing shortage. Transitioned role upon departure.

Brought on board for off campus project from research and development, start up, and running daily operations. Used experience and expertise in process improvement and workflow management to improve daily operations of organization.- Coordinated mass COVID vaccine site with 100s of vaccines daily- Reviewed and implemented operational efficiencies for in-house pharmacy, radiology, and urgent care

Promoted by cooperative providing emergency medical and patient transport services for 14 member hospitals to President / CEO role while continuing COO duties, ensuring ongoing operational success and service quality while also planning and leading transition of services back to hospital members. Reported directly to chairman of cooperative board. - Planned and directed transition of cooperative's complex portfolio of emergency and patient transportation services back to 14 member hospitals, leading transition team, including executives of 3 competing health systems in seamless transfer while maintaining full services and quality of care for 2.8M NJ residents across 25% of state with no disruption. - Crafted and implemented effective closure announcement plan for potentially explosive situation, collaborating with union to ensure severance bonuses and payments for employees until end were in place by time of announcement, enabling organization to maintain clinical and administrative staffing needed for full quality services up to last day. - Led negotiating team in driving favorable contract with union employees that retained full management autonomy while providing quality benefits package, with union agreement for higher employee contributions to offset costs.

Responsibilities expanded to head all of cooperative's daily operations after major expansion and restructuring, with focus on driving efficiencies and improving service quality by breaking down silos and implementing new culture of cooperation and shared resources. Responsible for 20 facilities, 800 staff, and 100-vehicles providing array of life support and transport services to nearly quarter of state. $60M operating budget. Member of board and key liaison with all 14 hospital members. - Developed new suite of KPIs to effectively manage and enhance performance after growth resulting from 2 major acquisitions; broke down departmental silos to successfully integrate acquisitions within MONOC operations. - Slashed 30-day patient readmissions by 80% during first 6 months after implementing more rigorous patient follow up and communications to ensure appropriate care, also gaining significant increase in patient satisfaction scores. - Brought together team of clinicians, social workers, and case managers to develop more efficient patient transport request process with strictly controlled transit times and reduced amount of discharge paperwork, improving patient throughput across all 14 hospital members. - Led air medical program team in rewriting policies for patient air transport to conform to Commission on Accreditation of Medical Transport Services (CAMTS) standards, earning full and ongoing accreditation. - Leveraged new leadership and employees' ideas for better communication to dramatically improve IT team's morale, productivity, and interaction, driving significant improvement in customer service scores.

Promoted to manage operations during period of growth while improving service quality. Directed team of 6 managers from fleet, facilities, operational regions, communications, and medical air transport. $45M OPEX and $1.75M CAPEX budget authority. Introduced new KPIs. Named to board. - Slashed $1M in payroll costs by restructuring management and staffing to allow continued care quality with fewer staff. - Led emergency services team in rewriting emergency dispatch policies to meet International Academy of Emergency Dispatch Accreditation (IAED) standards, receiving full accreditation. - Implemented new KPIs based on thorough performance reviews to optimize efficiencies and operational flexibility.

Recruited to bring cooperative's emergency and non-emergency services from small, local scope to statewide scale with expanded resources at 20 sites through acquisition and integration of 3 competitors. Hired and trained new management needed for expanded operations. - Obtained company's first accreditation by Commission on Accreditation of Ambulance Services (CAAS). - Integrated new acquisitions to grow cooperative's transport services to cover 7 counties across 25% of state serving 2.8M residents.

Master Of Business Administration - Mba

Collective Bargaining

Bachelor Of Science - Bs