Jesse Longoria Email and Phone Number

One of three inaugural participants in the OhioHealth EXCEL program, a 24 month leadership development program for high-potential Directors and Vice Presidents; Participating on the Riverside Methodist Hospital Executive Team, supporting key initiatives such as hospital throughput and innovation pathway development.

Developed system-wide strategic initiatives and associated business cases in response to environmental changes resulting from competing health system actions, healthcare reform and other significant external forces (e.g. statewide network development, payer mix forecasting, and value-based care delivery)

Provided on-going system-level support for both care site and service line strategic planning, market analysis, growth tracking, long-range financial planning, mergers & acquisitions and business plan development.

Worked with management to develop Value Based Purchasing reporting strategy due diligence; researched national trends and internal programs to determine reporting system representing shift to value focusAssisted in development of online business intelligence dashboard, including competitive intelligence, planning calendars, and healthcare news for use by managementSupported ad hoc requests for system hospitals identifying market expansion opportunities based on expected future volume and market position

Constructed Pro-Forma P&L model for Victoria’s Secret sport brand, VSX, outlining the 2-year impact of sales, margin, and expenses associated with various store types on overall profitabilitySupported development of growth plans for Victoria’s Secret Lingerie and PINK; Outlined 5-year strategic objectives, including fixture optimization, real estate utilization, and customer expansion

Managed multi-dimensional restructuring work streams seeking to increase profitability and drive improvements in critical areas, such as expense control, compensation, and client pricingLed cross-funtional Joint Venture integration teams targeting harmonization of equity and options transaction pricing, teaming, and advisor recruiting

Designed and implemented uniform expense management policies; Created investment vehicles that decreased direct T&E corporate expenses while allowing employees to invest in business development

Strategized headcount growth initiatives, reviewing the long-term economic impact; Supported management of recruiting deal for experienced Financial Advisors as well as unique compensation & development programs to cultivate professionals new to financial servicesIdentified key metrics for Financial Advisor recruiting, training, headcount, teaming, integration, and asset management; Revamped ongoing senior management reporting