Mark Bethell Email & Phone Number

Texas, United States

Oversees all aspects of the organization including, Profit and Loss responsibility, stakeholder and community engagement, budgeting and finance, fundraising and Board of Directors, talent acquisition and development, and risk/compliance.• Grown revenue from $2.9MM to $6.6MM• Lead team who successfully secured five (5) new funders to support statewide expansion.• Lead team who has grown impact from Central Texas focused to statewide focus in two (2) of our three (3) programs with strategic initiatives to have the other one (1) statewide by 2025.• Supported the development of a SFC Policy and Advocacy team who partnered with other statewide nonprofits to successfully advocated to secure $6MM in the State of Texas Health and Human Services Commission’s budget for the next 2 years committed to food insecurity.• Recruited the organization’s first Chief Financial Officer and Chief Development Officer.• Secured positions on various local, regional, and national food policy and advocacy boards and coalitions for several SFC leaders.• Oversaw the leadership that developed the organizations next 3 year strategic plan.• Currently leading the creation of the organization’s first $3MM+ strategic focused development plan for organization wide donor/fundraising initiatives.

Greater St. Louis Area

Provided transformational leadership that strategically lead the organization towards the broader “organizational well-being”. Primarily focused on becoming a health system that is positioned as a leader in providing high-quality behavioral health services at a regional, national, and international level. As the executive officer, created strategic direction that kept the mission in focus while assuring that the organization successfully transitions into new reimbursement models and expanded program services while developing an organization wide Community System of Care. Held responsibility for revenue and expenses, as well as strategic and budgeting oversight for the overall growth of the organization.

Fayetteville, Arkansas Area

Turnaround leader for an 80 licensed bed Behavioral Health Hospital that included Adolescent Behavioral and Psychiatric services, Gero-psychiatric services, an all-female Adult Behavioral and Psychiatric Unit, and a General Adult Behavioral and Psychiatric Unit. Organization had 5 CEO in 5 years. Lead effort to position hospital for grow, as well as P&L responsibility

Greater St. Louis Area

Amplefi is an innovative service provider specializing in collaborative management systems. The firm offers an array of services focused on the operations in short term acute care hospitals. Using a scientific approach to collaboration, the firm offers to boost the performance via deceptively simple techniques and insights. Amplefi is headquartered in Clearwater, FL, and also has offices in Cleveland, OH.For more information visit http://Amplefi.com/about.html

St. Louis Metro Area

382 licensed bed hospital that included 19 Skilled Nursing beds, 10 ARU beds and 100 psychiatric beds with a Medical Staff of 180 physicians in 33 specialties. The hospital employed over 950 employees, including 38 physicians in 17 practice locations, a Joint Ventured Ambulatory Surgery Center and a large Occupational Medicine Program. Hospital’s Budgeted Net Revenue for 2013 is $140M and an EBITDA of $11M.Accomplishments:Was successful within the first 3 months as CEO in getting the organization re-accredited by The Joint Commission. Recruited over 23 physicians to the medical staff in 2 years.Achieved Top Performer on Joint Commission Key Quality Indicators two years in a row making GRMC one of the top 15% of all Joint Commission Accredited hospitals in the country in Key Quality Indicators formally known as CORE measuresGrew Cardiac business 60% in 2012 after bringing online a $3M capital project for the hospital’s first cardiac cath lab in 2011.Established a robotic surgery program (Da Vinci) which included receiving the necessary $1.7M in capital. In its first full year the program did over 140 robotic surgeries.Developed a 5 year strategic direction (Master Plan) for the hospital that charts the hospital’s course for becoming a surgical and cardiac based hospital.Increased Physician Satisfaction from 34% Very Satisfied in 2011 to 54% Very Satisfied in 2012Improved HCAHPS in all areas taking the organization from the bottom quartile of the company to the top 20%

Represented all interest matters for UPMC as it relates to Cyprus. In addition to working with government officials and business leaders, oversaw the design, development and construction of the $120M project that would include a new free-standing medical and radiation oncology center and a 120-bed tertiary care hospital both located in Paphos Cyprus. As System President, provided leadership to individuals responsible for operations within the 2 developing facilities. This included directing, monitoring, controlling, coordinating, and evaluating the operational decisions of all services. This position was accountable for P&L, annual goals and budget, operational decisions and improvements, developing new programs and ensuring world class patient care.• Led team on development of a Service Level Agreement (SLA) with the Ministry of Health proposing to provide access to the Country’s first PET / CT scanner for patients of the National Health Insurance Scheme as well as build the Country’s first Cyclotron.• Designed and wrote the organizations first set of Governing By-Laws, Rules and Regulations that defined how the Board of Directors will govern the Health System in accordance with Joint Commission International’s (JCI) standards.• Orchestrated the System’s first set of Medical Staff By-Laws, Rules and Regulations in accordance with JCI standards.• Developed and organized the proposed Organizational Structure of the Medical Executive Committee and Quality Oversight Committee and how it would report to the Board of Directors.• Stabilized the existing Medical Staff and alleviated concerns of being managed by a corporation; thereby, avoiding loss of any physicians to the competition, which was actively recruiting 7 of the 9 key physician stakeholders.• Recruited 4 physicians from the US, UK and Lebanon, all willing to relocate to Cyprus and lead clinical efforts once new hospital was completed.• Completed the Health System’s first Chart of Accounts.

Springdale, Ar

Provided executive leadership for 2 of Northwest Health System’s Hospitals. As a member of the Executive Team of Northwest Health System, coordinated each one’s contributions to the Northwest Health System. Set strategic direction and provided leadership to all departments, which included, but was not limited to, nursing, ancillary, finance, and Medical Staff.Northwest Medical Center, Bentonville – 127-bed acute care facility.•Improved margin from 0% to 15% FY 2008.•Increased Net Revenue line 14% FY 2008 and kept expenses under 3% growth.•Improved Total EEOB 18% FY 2006; never missed annual budgeted EEOB goal in FY 2007, FY 2008•Developed a 5-year physician recruitment plan which added in the recruitment of 23 Physicians between 2007 and 2008.•Created and implemented a Hospitalist program which reduced LOS, re-admissions, improved physician satisfaction from community physicians, and aided in the physician recruitment process.•Achieved CORE Measure targets in 2007 and 2008 and on track for 2009.•Developed a strategic direction (Master Plan) for the hospital•Increased Physician Satisfaction from 4th quartile in 2005 to 1st quartile in 2006 and maintained it in that quartile until the re-organization of the health system in 2008.•Improved Patient Satisfaction in all areas taking the organization from the bottom quartile of the company to the top 20% and maintained it at that level through most of my tenure.Willow Creek Women’s Hospital – 65 bed women’s hospital •Improved margin from 0% to 12 % January – November 2008.•Grew Net Revenue line 31% January – November 2008.•Performed oversight and coordination of (OR, directed and coordinated) the relocation for the 25-bed Level III NICU from the Springdale Campus to the Willow Creek Campus (January 2008).•Mentored the Associate Administrator and CNO who would take over Willow Creek in December 2008.

NORTH MONROE MEDICAL CENTER, Monroe, LAChief Operating Officer / Ethics and Compliance Officer / Chief Staffing Officer 2002 – 2005SOUTH AUSTIN HOSPITAL, Austin, TXAssociate Administrator / Ethics and Compliance Officer / Chief Staffing Officer 1999 – 2002ST. DAVID'S MEDICAL CENTER, Austin, TXFinancial Analyst 1998 - 1999Resident/Fellow 1997 - 1998

Mhsa, Health Care Administrtion

Activities and Societies: ACHE memberMasters in Health Services Administration (MHSA)

Bachelor Of Science (B.S.), Sociology

Activities and Societies: Lynchburg Life Saving Crew, EMT Lynchburg College EMSChaplain and Volunteer Fire Fighter and EMT Assistant Chief.