I like to paint a vision of what the organization can become and inspire my team to catch the vision of what we can achieve together...I like to create inspiration one person at a time. (John R. Harding)Offering 25-plus years expertise in business innovation, revenue growth, cost improvement and patience/clinical excellence to acute care healthcare systems and hospitals. Hold strong reputation for exceeding annual budget expectations, delivering double-digit improvements in costs, efficiency, internal processes and market growth.What I Bring to Your Hospital********************************* Physician Recruitment Experience: Proven success in using clinical integration, co-management agreements and joint ventures to recruit and retain the county's best, well recognized and highly trained physicians to small, relatively unknown communities.* Consistant Revenue Growth: Expertise in leveraging multiple revenue streams, whether through case mix, market share growth, new inpatient/outpatient programs or new clinical services to increase and often exceed annual budget expectations.* Strategic Partnerships / Alliances: Deep knowledge and hands-on experience with developing win-win partnerships, strategic alliances and strong relationships with community organizations and business leaders to ensure competitive advantage and market presence.* Business Revitalization: History of turning around underperforming and sometimes failing hospitals into profitable, highly engaged, community based entities.Core Competencies:*********************** Strategic & Tactical Planning* Lean Operations Principles* Operations Turnaround Management* Process, Efficiency & Productivity Initiatives* Cost Reduction & Avoidance* Medical Technology Integration* Mergers & Acquisitions* Revenue & Budget Expansion* Physician Recruitment & Relations* Strategic & Community Alliances* Patient, Service & Quality Care
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Interim CeoPhoebe Putney Health System Jun 2014 - Dec 2014Albany, Georgia AreaKey impact areas: patient experience, hospital quality, A/R collection, operational excellence, net revenueLeadership Challenge: Developed and executed critical operational and system improvements that exceeded Board expectations and delivered double and triple-digit impact in revenue and cash performance. -
President / CeoFlorida Hospital – Tampa 2010 - 2014OVERVIEW: Advanced through increasingly challenging roles to lead operational turnaround, business improvement, cost reduction and physician recruitment initiatives for diverse hospitals and healthcare systems owned by Adventist Health System (AHS), non-profit, healthcare system in Orlando, FL. Representative positions:President & CEO (2010-2014)Florida Hospital – Tampa (475-bed tertiary, acute care) Florida Hospital – Connerton (50-bed long-term, acute care)Key impact… Show more OVERVIEW: Advanced through increasingly challenging roles to lead operational turnaround, business improvement, cost reduction and physician recruitment initiatives for diverse hospitals and healthcare systems owned by Adventist Health System (AHS), non-profit, healthcare system in Orlando, FL. Representative positions:President & CEO (2010-2014)Florida Hospital – Tampa (475-bed tertiary, acute care) Florida Hospital – Connerton (50-bed long-term, acute care)Key impact areas: merger and acquisition, operational efficiency, budget growth, LEAN processes, patient and quality care, and hospital construction.Leadership Challenge: Oversaw operations at Florida Hospital-Tampa, the market’s flagship facility and 2nd largest hospital in AHS immediately following merger with University Community Health System. Show less -
President & CeoPasco, Pinellas, Hillsborough Community Health System / Florida Hospital Zephyrhills 2007 - 2012President & CEO, Florida Hospital – Zephyrhills (154-bed acute care) (2007-2010)President & CEO, Pasco, Pinellas, Hillsborough Community Health System (2009-2012)Key impact areas: hospital startup, technology integration, service and process improvement, cost reduction, physician recruitment and relationsLeadership Challenge: Drove key strategic initiatives including building new hospital, Florida Hospital-Wesley Chapel and managing newly formed joint venture, Pasco… Show more President & CEO, Florida Hospital – Zephyrhills (154-bed acute care) (2007-2010)President & CEO, Pasco, Pinellas, Hillsborough Community Health System (2009-2012)Key impact areas: hospital startup, technology integration, service and process improvement, cost reduction, physician recruitment and relationsLeadership Challenge: Drove key strategic initiatives including building new hospital, Florida Hospital-Wesley Chapel and managing newly formed joint venture, Pasco, Pinellas, Hillsborough Community Health System. Show less -
President & CeoFlorida Hospital Heartland Division 1998 - 2007Florida Hospital Heartland Medical Center/Florida Hospital Lake Placid (205-bed) Florida Hospital Wauchula (25-bed/critical access)Key impact areas: turnaround management, physician recruitment, market growth, community relations, budget expansion, and quality improvement.Leadership Challenge: Led targeted business revitalization and turnaround initiatives for 3-hospital system; efforts included growing market share, strengthening clinical service lines, and developing physician… Show more Florida Hospital Heartland Medical Center/Florida Hospital Lake Placid (205-bed) Florida Hospital Wauchula (25-bed/critical access)Key impact areas: turnaround management, physician recruitment, market growth, community relations, budget expansion, and quality improvement.Leadership Challenge: Led targeted business revitalization and turnaround initiatives for 3-hospital system; efforts included growing market share, strengthening clinical service lines, and developing physician enterprise. Show less
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Multifaceted Leadership RolesFlorida Hospital Health Systems 1994 - 1998Administrator, Florida Hospital Center for Psychiatry | Vice President of Operations, IMS MedacomDirector, CentraHealth Network | Associate Director, FPMG Key impact areas: acquisitions, physician recruitment and relations, technology integration, service marketing and delivery, and cost reduction. Leadership Challenge: Strengthened physician relations, optimized physician operations with technology and acquired physician practices with 7 CEOs of hospitals in 5-county… Show more Administrator, Florida Hospital Center for Psychiatry | Vice President of Operations, IMS MedacomDirector, CentraHealth Network | Associate Director, FPMG Key impact areas: acquisitions, physician recruitment and relations, technology integration, service marketing and delivery, and cost reduction. Leadership Challenge: Strengthened physician relations, optimized physician operations with technology and acquired physician practices with 7 CEOs of hospitals in 5-county region. Show less
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Diverse Leadership RolesVarious Hospitals & Healthcare Systems 1981 - 1994EARLY CAREER:
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CEO, Savannas Hospital - The Mediplex Group, Inc., Wellesley, MA (1990 – 1994)
Administrator, Charter Hospital of Mobile -Charter Medical Corporation, Macon, GA (1988-1990)
Executive Director / Director Emergency & Patient Accounting - Medical Center Hospital, Punta Gorda, FL (1983 - 1988)
Management Intern - Shawnee Mission Medical Center, Shawnee Mission, KS (1981 – 1983)
John Harding Skills
John Harding Education Details
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Andrews UniversityBs Business Administration -
Avilla UniversityMba Business Administration,
Frequently Asked Questions about John Harding
What is John Harding's role at the current company?
John Harding's current role is President & CEO: Faith-Based Healthcare Systems / Academic Hospitals / Non-Profit Community Hospitals.
What schools did John Harding attend?
John Harding attended Andrews University, Avilla University.
What skills is John Harding known for?
John Harding has skills like Strategy, Strategic Partnerships, Leadership, Healthcare, Program Management, Cross Functional Team Building, Healthcare Information Technology, Hospitals, Management, Physicians, Process Improvement, Strategic Planning.
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John Harding
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