Kurt Bennett Email and Phone Number

Guides the success of CHRISTUS Trinity Clinic by being an integral part of the leadership team leading the progress of new position development and review of growth through acquisition. Maintains operational responsibility of clinic to support all Associates and their dependents in the Corporate Headquarters. Also currently provides oversight of pandemic PPE Management, Credentialing Committee processes and approvals, and guidance of all Liaison and Management support teams.

Supports the success of CHRISTUS Trinity Clinic by developing and maintaining central coordination of the growth of CTC. Leads recruitment, onboarding and retention functions to create an exceptional experience for those joining CHRISTUS. Responsible for integration and nurturing positive relationships between new individual Providers, new acquisitions, and established administrative teams.

Leads and directs development and operations of strategic service lines crucial to the financial success of multiple facilities across the region. Directs initiatives focused on the reduction of variation within clinical and operational processes. Partners with hospital presidents to enhance service offerings and growth in the Orthopedic, Concussion, and Physiatry service lines. Provides daily leadership for a team of seven FTEs. Reports directly to the Vice President of Specialty Operations over all of HTPN.  -Successfully developed six practices from construction through completion offering additional Musculoskeletal services to multiple hospital campuses. -Spearheaded EPIC specialization development for in office Orthopedic procedures increasing efficiency in documentation and patient care. -Championed efforts to increase transparency by developing uniform metric and financial reporting provided to each provider. -Led daily operations efforts resulting in substantial increases in service line metrics year over year for 102 providers.

Responsible for full oversight of all activities of Dauterive Hospital’s multispecialty Legacy Physician Group and multiple additional departments of the hospital. Assisted corporate leadership in the re-organization of value-added services to maximize the solvency of the hospital through transition to new ownership.  -Initiated and coordinated the transition of the employed physician group to a unified set of metrics.  -Led diverse work groups including physicians, vendors, nursing, and materials management staff to build processes to maximize Operating Room potential in a cash strapped environment.  -Collaborated with Hospital Board to improve Emergency Room visits through an education series provided to first responders.  -Created a prospective margin evaluation tool to streamline surgical accounts payable and the operating room surgery approval process.

Senior leader over multiple clinics and specialties for Baton Rouge General Physicians with over $13M in annual revenue. Played an active role in fulfilling the shared goals of the organization to increase market share by over 20%.  -Successfully on boarded 21 new providers and opened 8 practices via acquisition or complete start up. -Guided an operation team managing up to 47 providers across multiple hospital campuses and outpatient locations.

Guided operations of an 11 physician multi-specialty set of medical practices. Combined the billing and credentialing services to a centralized system. Developed a standardization of charge reporting to maximize charge capture for both inpatient and outpatient services. -Oversaw an outpatient infusion center that independently billed $6.1M annually. -Assisted in the development of a referral tracking program that increased referrals within the system by over 60%. -Supported the implementation of the McKesson Horizon Ambulatory Care electronic medical record.

Provided business development strategy and implementation for the outpatient therapy and inpatient rehabilitation services. Engaged providers in the feedback needs for all patients receiving therapy resulting in increased referrals. -Developed a “Volume Improvement” team to meet monthly comprised of nursing, therapy, case management, and hospital strategy individuals. -Collaborated with the PM&R Medical Director, therapists, and prosthetic vendors to open a successful outpatient Limb Salvage program.

Managed a team of four liaisons and an Admissions office of two that met regional corporate admissions goals three consecutive quarters. Increased average daily census by 10% in a highly competitive market.

Marketed rehabilitation services to multispecialty providers and was successful due to ability to develop rapport with physicians and decision makers.