John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb Email and Phone Number
John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb work email
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John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb personal email
I help hospitals with employed physicians and physician groups deploy a high-performance infrastructure focused on operational excellence and organizational alignment, driven by a data driven accountability system, that optimizes value to patients and financial performance. Continuous learning and improvement become an integral part of the culture.The components of the High-Performance Infrastructure• Operational Excellence: Value Stream Mapping and Lean Workflow Design • Data Driven Accountability System: Actionable KPIs linked to a continuous mentoring system.• Organizational Alignment: Mission focus, SIPOC Tools & Service Level Agreements • Financial Optimization: 12 Step Financial Assessment and problem specific improvement tools• Employee Engagement: Giving employees purpose, empowerment, and recognition.• Physician Governance & Leadership: Aligning and empowering the Medical Staff• High-Performance Culture: Integrating the components of the HPI into a high-performance culture.• Population Health: Optimizing the physicians’ role in driving greater value in healthcare.Healthcare Delivery Results • Health System Ambulatory Care: $9 million improvement in the margin and achieved top 25% in improved patient satisfaction score • Multi-specialty Practice: Reduced cost-to-revenue ratio from 52% to 41%. Achieved 23% growth while reducing overhead expenses by 7%.• Hospital Physician Enterprise: Increased provider productivity by 25%. Improved margin by 35% while achieving top 27% improvement in patient satisfaction scores.• Neuromuscular Services: Increased gross revenues by 65% while keeping direct expense increases to 14%. Improved operating margin by 230% within one year.• Primary Care: Increased productivity by 18% and pediatric productivity by 40%.• Orthopedic Services: Increased annual revenue by 48% and Improved operating margin from negative 1.5% to a positive 19%.• Hospital Pain Management Program: Increased annual revenue by 346% while reducing expenses by 27%. Improved annual contribution to margin in one year from 48% deficit to 20% positive balance.Population Health Results• Reduced admissions rate by 33% *• Increased patient engagement rate by 24% • Improve patient activation score by 27% • Increased planned dialysis starts by 13%
Value Health
View- Website:
- valuehealth1.com
- Employees:
- 6
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Interim ExecutiveValue HealthPonte Vedra Beach, Fl, Us
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Executive ConsultantValue Health May 2016 - PresentPinehurst, Nc, UsInterim Chief Ambulatory Officer for a 500-Physician academic health system (20 Month Assignment)* Led service line director teams through mentoring and organizational restructuring to attain a $9 M improvement in margin while achieving top 25% improvement in patient satisfaction. * Instituted a service line organizational structure for ambulatory care* Directed high-risk patient management program. Decreased PMPM costs by 5.8%Interim Vice President for a 50-provider community hospital (10 Month Assignment): * Instituted a high-performance infrastructure, emphasizing performance measurement and physician alignment to increase provider productivity by 25% and achieve a 35% improvement in margin. * Established a physician governance and leadership structure. * Instituted a performance-based provider compensation system.Interim Chief Operating Officer: * Developed detailed plans and applied agile project management to execute a medical group start-up for 90-physicians, consisting of 7 specialties, 5 modalities and 8 sites of service. * Established complete group staffing plans, position descriptions and personnel budget.* Developed space and facility plans across seven sites.* Negotiated arrangements for all equipment, supply, and service requirements.
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Vice President Population HealthSomatus Mar 2021 - Aug 2024Mclean, Virginia, UsResponsible for 70,000 covered lives over 15 states. Medical costs over $1 billion. Staffing of over 400 FTEs.Established the KPI scorecard & a disciplined performance management program to accelerate improvement across the organization: - Reduced admission rate by 33% - Increased patient engagement rate by 24% - Improve patient activation score by 27% - Increased planned dialysis starts by 13%Instituted a weekly gap closure accountability system to achieve a 4 STAR HEDIS RatingDeveloped the organization’s budget infrastructure linking operational performance to financial results.Established activity-based costing & relative value unit systems to continuously increase the value delivered by each employee. -
Chief Executive OfficerPinehurst Surgical Clinic Jul 2007 - Mar 2016Pinehurst, North Carolina, UsCEO responsibilities for a 38-physician surgical practice with 7 specialties, imaging, therapy and lab services. The practice covered 6 locations and had 300 employees. Annual revenues equaled $50 million. The position had 15 direct reports.*Instituted a data driven performance improvement system built on a culture of accountability and employee engagement to achieve 23% growth and reduce cost-to-revenue from 52% to 41%.*Applied interest-based negotiations to obtain professional and management services agreements with multiple hospitals, adding over $6.6 M in annual revenue, at $0 costs, while expanding market share. *Established new business lines in Plastic Surgery, Ophthalmology, MOHS Dermatology, and Orthopedic Spine.*Instituted an employee bonus system which aligned interests and recognized high performance resulting in a consistent 90% year over year employee retention rate.*Partnered with another medical group to form an Accountable Care Organization and negotiated multiple risk sharing contracts covering 18,000 lives.*Exceeded top 25% patient satisfaction ratings, met all meaningful use requirements, and consistently achieved flawless 3-year AAAHC accreditations.*Achieved a 98.5% Insurance net collection rate and increased annual time of service collections by 400%*Standardized the physician compensation system across specialties achieving more accurate and efficient financial reporting. -
Capt (Ret.) Medical Service CorpsUs Navy Jul 1982 - Sep 2008Washington, Dc, UsU.S. Navy | Active and Reserve Duty:Served two tours as a Commanding Officer. Other roles include: Executive Officer, Director of Tricare Operations, and Hospital Controller.Awards include: Meritorious Service Medal, Navy Commendation and Navy Achievement Medals. -
Service Line DirectorMedical College Of Georgia Jun 2002 - Jun 2007Augusta, Ga, UsMusculoskeletal service line responsibilities for business development, operations and financial performance. Direct responsibilities for ambulatory clinics, imaging and therapy services as well as academic department administration. Service line matrix management role across surgical and inpatient services. The position had 8 direct reports. Annual revenues exceeded $20 million. *Applied performance improvement skills and cross department collaborations to increase the Orthopedic Services margin from negative 1.5% to positive 19% and the Pain Management margin from a 48% deficit to positive 20%. *Applied market assessment and promotional tools to direct the Sports Medicine Center’s growth strategy, increasing volume by 88%.* Collaborated with physicians, service directors and information services to lead a seamless ambulatory services electronic medical records implementation, consisting of 18 clinic sites and over 600 physicians.* Conducted collaborative performance improvement initiatives across the delivery system, reducing operating room preparation time by 50%, achieving top 25% physical therapy production and reducing imaging wait times. -
Ambulatory Care DirectorWake Forest Baptist Health Feb 1997 - Jun 2002Winston-Salem, Nc, UsServed as the administrative leader for an integrated neuromuscular ambulatory care facility with 27 physicians covering 6 specialties, imaging, and therapy services. Responsible for operations, strategic planning, business development, finance, and marketing. Implemented an integrated delivery system structure and a high-performance culture to achieve CARF accreditation within twenty months of the facility’s opening. Led aggressive growth plan, increasing revenues by 65%, and implemented an activity-based costing system, improving operating margin by 230% within one year. Developed Occupational Health Program, increasing Workers’ Compensation market share by 76% in nine months.
John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb Education Details
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Cornell UniversityBachelor’S Degree -
University Of North Carolina At Chapel HillHealth/Health Care Administration/Management
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Quantic School Of Business And TechnologyGeneral
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Cornell UniversityBachelor'S Degree
Frequently Asked Questions about John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb
What company does John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb work for?
John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb works for Value Health
What is John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb's role at the current company?
John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb's current role is Interim Executive.
What is John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb's email address?
John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb's email address is re****@****tus.com
What schools did John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb attend?
John Rezen, Capt Usn (Ret), Mba, Mha, Fache, Lssbb attended Cornell University, University Of North Carolina At Chapel Hill, Quantic School Of Business And Technology, Cornell University.
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