Kerry W. Kohnen Email & Phone Number

Broomfield, Co

Kerry W. Kohnen joined SCL Health as Senior Vice President of Payer and Population Health Strategies in May 2016. He has executive leadership responsibility for the direction, development and implementation of SCL Health’s comprehensive and integrated population health strategy, which includes shared risk care delivery and financing models, Medicare Shared Savings programs, bundled payment programs, narrow network products and accountable health networks.

Greater Atlanta Area

Tapped by National COO (now CEO) to lead a $1.2B health plan and integrated care delivery system, Georgia’s largest not-for-profit health plan with 260K+ members, 31 medical offices, 2,500 personnel, and 500 physicians, transitioning organization from a network-based to an integrated services model. Administer $34M+ community spend, leading 11 VP-level direct reports. Propelled KP Georgia’s NCQA Commercial Health Plan ranking from #82 to #19 and Medicare from #51 to #8, receiving a 5-Star Medicare rating (Centers of Medicare/Medicaid Services). Achieved five JD Power and Associates Top Health Plan in Customer Satisfaction in the Southeast awards. Piloted cultural sea change reversing historical divisiveness between Health Plan and Medical Group. Recaptured key employer accounts through strategic investment/infrastructure expansion. Led redesign/turnaround of member call center. Significantly increased organization visibility, expanding business opportunities via key board seats and community engagement.

Greater Atlanta Area

Selected by National COO (now CEO) to spearhead turnaround of the Georgia region with an impending $120M operating loss. Led strategic plan and key transformational initiatives—including four new 24/7 specialty centers—to “right the ship” and transition region from a network deliver model to an integrated care delivery system. Oversaw operations and financial performance of entire clinical delivery system, maintaining $800M budget accountability and leadership of four VPs over 2,000+ personnel. Instituted a formal consulting capability, oversaw a strategic restructuring of the clinical operations leadership, and led implementation of a quality department infrastructure. Brought onboard a quality specialist to build a high-caliber team charged with designing uniform tracking/reminder tools such as redundant, cross-departmental alerts to resolve ongoing issues with test results follow-up processes.

Greater Denver Area

Handpicked as right hand of new Regional President in a custom COO-level role over business operations and fiscal performance of $2B integrated health care delivery system with 480k+ members to develop/implement a multi-year strategic plan to significantly increase the service area. Concurrently redesigned the executive team, leading five C-suite/executive direct reports, negotiated annual memorandum of understanding between the Health Plan and Colorado Permanente Medical Group, and led design/execution of Region’s multi-year strategy integrating service enhancements aligned with the Permanente Medical Group. Transitioned Health Plan leadership team to an enterprise-level entrepreneurial approach. Redesigned Leadership Development program to build bench strength, address a career path gap, and fill leadership roles with internal applicants. Integral in negotiating a labor agreement with the internal Coalition of Unions as a member of the national bargaining team/leader of the Joint Finance Group.

Greater Denver Area

Recruited to new dual role as a core member of the executive leadership team for the Health Plan and the Medical Group, leading strategic business/financial functions ($300M budget) for a multi-specialty group of 800+ physicians, with oversight of quality/resource management programs and shared responsibility for a Clinical Research Unit with 90+ staff. Led 11 direct reports over 200+ personnel supporting clinical and business departments. Championed establishment of the new Exempla Good Samaritan Hospital as a key player in strategic hospital decision making, transitioned to new 401(k) plan providers, increasing asset base from $119M to $220M+, and introduced electronic payroll system. Received highest NCQA Accreditation rating throughout tenure and achieved Top 10 designation.

Greater Denver Area

Selected by Colorado Regional President to lead specialty care/hospital operations and financials ($250M+ budget) of 30K sf medical center campus supporting 200 physicians/providers with 800 staff servicing 300K members. Leading six direct reports, steered cultural transition from a physician to a member focus while facilitating operational enhancement of leadership bench strength. Saved $2.2M+ by increasing utilization of an ambulatory surgery center (72% to 83%) and hospital operating room use (60% to 73%). Redesigned leadership structure, implemented electronic medical records in specialty departments, and mentored two direct reports advanced to VP and Executive Director.

Kansas City, Missouri Area

Area Administrator (1994-1997)Regional Medical Facilities Manager (1992-1994)Promoted to Regional Medical Facilities Manager (1992-1994) and selected by incoming Regional President within three weeks to manage the entire clinical operation. Implemented a centralized Call Center and computerized lab results reporting system. Advanced to Area Administrator (1994-1997) following company transition to a division structure and integration of Kansas City under Colorado umbrella. Led turnaround/consolidation and achieved top member/employee satisfaction ratings and three-year NCQA accreditation.EARLY EXPERIENCE: Launched career with Kaiser Foundation Health Plan, Inc. (1981-1986) as a Contracts Assistant. Transitioned to Southern California Permanente Medical Group (SCPMG) (1986-1989) as Contracts Specialist, advancing to Staff Assistant to the Business Administrator for a physician’s group. Moved to Permanente Medical Group of Mid-America, P.A. (1989-1992) as Business Administrator, introducing recruitment structure for startup, facilitating growth from 16 to 100 physicians in 18 months and saving nearly $1.1M via After-Hours Care Program.

Masters In Business Administration

Bachelor’S Degree, Business Administration - Finance

Magna Cum Laude