Nathan Staggs Email & Phone Number

CEO / CFO (full-time), 2021 – 2023 | CEO (contract under Newlight Healthcare), 2019 – 2021CEO, 2019 – 2021: Transitioning from my earlier Regional VP of Operations after the role was eliminated by Newlight Healthcare (a healthcare consulting and management company), I focused efforts on increasing long-term care facilities and reducing acute care hospitals under Newlight management while improving employee recruitment figures.To offset $400K in monthly losses for Anson General (a 45-bed acute care facility), I introduced new service programs, partnerships, and staffing models. Setting the stage for growth and new business and triggering a 350% surge in patient visits, I recruited another family practice physician and nurse practitioners to a hospital-owned clinic. I also curtailed outstanding accounts payable (A/P) from $2.4M to $340K in <2 years and cut $50K+ from monthly expenses with new staffing models while capitalizing on state grants and accessing equipment programs to lower procurement costs.To ensure all area patients received critical services (e.g., MRI, infusion services, and dialysis), I formed joint ventures (JVs) with other area hospitals; increased Emergency Department (ED) admissions by creating a hybrid ER/hospitalist provider model with an outside physician group.Strengthening revenue streams and patient outcomes, I established 2 new programs and entered 3 nursing home facilities into the Texas Quality Incentive Payment Program (QIPP).CEO / CFO, 2021 – Present: Following Anson’s cancellation of management contract with Newlight Healthcare, I was asked by the hospital’s Board of Directors (BoD) to remain as its full-time CEO and improve the facility’s financial viability and service offering.

Known for helping healthcare facilities find ways to become financially stable while improving patient outcomes and employee satisfaction, I was chosen by the EVP of Newlight Healthcare to improve financial performance and prepare Paul’s Valley facility (a 65-bed acute care hospital with ~160 employees) for divestiture. To fast-track my strategy, I launched key training programs for department managers to emphasize budgeting, scheduling, and employee discipline procedures.While shaving >50% from duration of patient visits to raise patient satisfaction, I grew monthly revenue $400K through new service lines; generated >$200K in monthly savings with staffing metrics and policies; and accelerated the reopening of the hospital’s surgery department—previously closed by State Department of Health. As the Regional VP of Operations, I improved revenue cycle, cash flow, and collections as well as facility quality and performance and stakeholder satisfaction at 7 hospitals spanning Texas, Oklahoma, and New Mexico—all under the Newlight umbrella— and supported managed facilities in Oklahoma by co-developing a Nursing Home UPL Program.

Challenged by the board of directors (BoD) to improve the patient experience and satisfaction at Ochiltree General (a 45-bed acute care, critical access hospital with ~155 employees, also operates a rural healthcare clinic and assisted living facility), service lines, and financial results ($1.5M operating loss from 2012) for hospital facility operations, it wasn’t long before I delivered ~$672K in net profits with new metrics and policies while driving a hospital-wide decrease in capital expenditures and adoption of energy efficiency best practices.To raise patient satisfaction, I cut >50% from patients’ emergency department (ED) wait times and 30% of Left Without Being Seen (LWBS) patients while improving primary care availability and adding general surgery services.Employee satisfaction (155 employees and physicians) lifted after I replaced outdated Paid Time Off (PTO) policies and practices and added flexibility to time-off usage and management; eliminated overstaffing and minimized overtime; and introduced a new EMR system that simplified existing evaluation procedures to determine employee performance.

I was tapped by the board of directors (BoD) of CHC (a not-for-profit organization that owns, manages, and provides resources and experience to help community hospitals) to stabilize and improve St. Mark’s (a 65-bed, 100K-sq. ft. hospital) financial position, physician and community relations, and service-line performance and profitability.Not one for wasting time, I transformed operations, programs, and a 270+ organization, which had no executive leadership for 18 months. To ensure long-term success, I formed a clinical alliance with an urban hospital and engaged senior leaders and physicians to join the local BoD while expanding service lines and drastically lowering patient outmigration.Saving the facility from bankruptcy, I improved net profits from $200K in 2009 to a projected $1M+ in 2012 while delivering a 25% increase in admissions, 30% expansion in lab and radiology volume, 9% expense reduction, and $350K annual savings by implementing a hospitalist program, renegotiating service contracts, and driving productivity standards. We increased cash on hand from 3 days to 36 days within the first year and to 160 days by year 3.

Following my earlier successes at 2 other member hospitals of the HMA system (a for-profit healthcare operator that owned 65+ acute care hospitals nationwide), I was initially appointed as COO (2005 – 2006) at Carlisle and stepped in as Interim CEO for 6 months. After saving $3M+ in radiology inefficiencies and outsourcing fees, overseeing construction of a new $170M acute care facility to fuel top-line growth, and taking swift action to reverse a 20%-30% stakeholder satisfaction rate, I was appointed by HMA’s VP as CEO and led operations, 550+ employees, and 250 active medical staff.By taking time to listen and talk to all stakeholders, I was able to make changes and implement new programs and ideas that met the needs of most stakeholders without significant costs while enhancing patient, community, employee, and physician satisfaction rates from a ~22% satisfied to 85%+ satisfied within my first year as the CEO.Capitalizing on my ability to perform in high-stress situations and getting people to embrace change, I propelled financial performance, stakeholder and employee satisfaction rates, and patient and surgical volumes while stopping outmigration to competitors—unachievable by 7 CEOs who occupied the role in the 9 years prior to my arrival.Not only did the hospital end 2007 fiscal year with $106M net revenue, $28.5M (26.9%) operating margin, and $21M pre-tax profit, its surgical patient volume expanded by 18% after entering into a JV,

I actually began my tenure with HMA as an assistant administrator (2003 – 2004) at Mesquite Community Hospital and quickly progressed into the executive CEO training program at Medical Center of Southeastern Oklahoma.During that year at MCSO, I guided 9 departments through major growth and filled key positions, expanded the emergency department (ED) and renovated the patient care wing, implemented a new PACS clinical system, and grew the hospital’s hyperbaric wound care program from 1 HBO chamber to 3 within 8 months.

Master Of Business Administration (Mba)

Bachelor Of Business Administration (Bba), Accounting And Business/Management

Law