Joseph Herrod, Che Email & Phone Number

West Palm Beach, Fl, Us

Encore Infusion was formed with the acquisition of Heartland Infusion (Knoxville, TN) and Infusion Centers of Florida (Weston, FL). Now growing throughout Florida, Tennessee and other markets to provide the best quality in medical infusion services. Current and soon to open locations in: Knoxville, Kingsport, Morristown, Jackson (TN), and Weston, Palm Beach Gardens, Naples, Doral (FL)

- Healthcare Consulting to Private EquityFocused attention to select clients, providing interim leadership and guidance for business transition and development. Client engagements include: providing guidance to an independent software company serving healthcare clients; providing search guidance to a private capital firm to identify healthcare companies for acquisition.- President of Hospital DivisionRennova Health, Inc., West Palm Beach, FLEngaged by this publicly traded firm to identified and lead the acquisition small community hospitals. Resulted in the purchase of Scott County Hospital, Oneida, TN: led due diligence and transaction, hired the management team, implemented revenue cycle, selected and implemented a new EHR, directed facility improvements, designed new branding, installed enhanced lab, provider enrollment and financial restructure. Created a follow-on pipeline of other qualified hospitals for acquisition.

Joined as CEO in 2010. Urgent Care provider in Central Alabama. 150,000 patient visits, $20 million revenues, 230 employees. The Company had slid in quality and down from 85% to 50% in market share. In five years as CEO, restructured operations and led the company to a market-leading position, innovative new services lines and a scalable platform for growth. Realized a 2x improvement of the company’s valuation.1. Created a company infrastructure to re-organize the existing market and to facilitate scalable growth into new markets. Restructured the company into four strategic units: i) the local practice entity, ii) a management company, iii) a proprietary software development company, and, iv) a real estate development company.2. Designed and implemented a new branding strategy as “All Med”. Directed the marketing messaging thru several successful campaigns. Initiated a customer engagement process.3. Implemented new financial systems for revenue cycle and accounting. Successfully organized a Revenue Cycle Management group that processed over 150,000 claims annually and was able to achieve up to 99.5% of collectible revenue.4. Developed innovative primary care centers to compliment the urgent care footprint – “All Med for Wellness” and “All Med for Women” 5. Implemented two of the urgent care locations being open 24/7/365. 6. With the completion of strategic elements, set the stage to be able to direct-contract with employers and to establish the company as a Medicare ACO.7. Averted company dissolution by successfully relocating the entire urgent care footprint into new locations inside 5 months; including lease negotiations, interior design, slab-to-roof new interior build-out, and new furniture and equipment purchase. Redirected patient base to new locations after 30 years of being in the original locations.8. Raised $4.2 million investment of new capital from a hospital strategic investor.

Long Term Acute Care Hospital SectorFormed a company centered by a highly seasoned and qualified management team in the LTAC sector with the intent to purchase LTAC hospitals in Texas. First target was a 13-hospital company based in Austin, Texas. Raised $165 million for the acquisition in a combination of equity and debt. Made a bid at a 4x multiple of EBITDA. A competing offer from Carlyle Group, Chicago, won the acquisition with a higher bid. Breast Imaging and Diagnostic CentersFormed a company to develop dedicated breast imaging and diagnostic centers branded as “Eden Centers for Breast Health”. Worked in the Dallas, Texas and Northern New Jersey markets. The model proved to be overly capital intensive and dependent on radiologist who specialized in breast imaging.

Denville, Nj, Us

Worked with this four hospital system in Northern New Jersey to organize physician-hospital joint ventures in outpatient service areas such as urgent care, surgery, and diagnostics. Worked directly with the system CEO, top level executives and medical staff.

Company turnaround situation. A convention management and equipment rental company. Brought in by private investor group after the company lost the contract with Wal*Mart, to lead a turnaround. Reorganized, rebranded and relocated the company to Dallas, Texas. Sold company to a strategic buyer.

Alabama Emergency Room Administrative Services, Inc, Montgomery, ALA physician staffing company for Emergency Departments, Urgent Care Centers and Hospitalists, with $20 million annual revenues and 80 providers.Led company from a net loss of $1.2 million annual to a net income of $1 million. Decreased debt approximately $2 million. Renegotiated contracts with hospital clients. Realigned company with new revenue cycle and financial systems.

Multiple levels of network, business development, and management - primary care physician practice acquisition, practice management, rural hospital management and outreach, residency program development, information system implementation, market analytics, clinical resource management.

A 165-bed general acute care community hospital serving Northeast Mississippi.Operational responsibilities of all outpatient service departments including home health/hospice, pharmacy, ambulance, managed care contracting, emergency department, and physician practice management.

Rockford, Illinois, Us

A 450-bed market leading, tertiary care health center, serving Oklahoma City and Central Oklahoma. Part of the Sisters of Mercy Health System, St. Louis, MO. Ranked as a Top 100 Financially Performing Hospitals. 1) Served as Internal Auditor conducting operational assessments and quality improvement efforts for hospital departments. 2) Managed over 200,000 of medical office space. 3) Responsible for the construction and leasing of a new 60,000 sf medical office building. 4) Assisted in the development of new facilities - ER, ICU and advanced diagnostics.

Bs, Sam Walton School Of Business

Mba, Business