Philip Swanger, Mba Email & Phone Number

Nashville, Tn, Us

As the Vice President of Operations, I provide oversight to the leadership of three Director of Operations and have operational responsibility for 25 ambulatory surgery centers (ASCs) of which 7 are joint ventures, and 8 anesthesia entities. Under this portfolio, we perform over 130,000 life-changing cases annually with the support of 800-plus employees with over ~$350 million in budget responsibility. Key accomplishments include:•Through effective communication with physician partners, a joint venture partner, and internal AMSURG leadership, brokered an untraditional merger between two multi-specialty ASCs - after many failed attempts - that were both negatively valued by Pinnacle in April of 2023 into one ASC that is now at 90% capacity resulting in a strong partnership that is distributing monthly while introducing a management fee to the partnership.•Strategically working with physician partners and the AMSURG facilities team, renovated a two procedure room ASC by adding a third room that is projected to increase case volume by 32% and EBITDA by 61% over 5-years. During the three-month renovation closure, moved the GI partnership to a four room multi-specialty ASC thereby being able to continue to provide care to more than 2,300 patients in the community and protected the partnership from losing staff and EBITDA. •Operationally took over a partnership in the process of a joint venture deal with a local health-system. Through strong operational support, won the right to continue to support the partnership through a management services agreement and additional equity, which was not initially agreed upon in the LOI. •Doubled capacity by renovating a two-room GI ASC to four-rooms that is projected to increase case volume by 50% and EBITDA by 60% over 5-years.•By leveraging payor contracting and RCM, took over a partnership that had negative EBITDA in the TTM and well over $180K in overdue A/P and returned them to sustainable profitability.

Nashville, Tn, Us

Serving as the Assistant Vice President of Operations, I provided oversight to the leadership of 19 ASCs that conducted ~100,000 cases annually with the support of 700-plus employees and a division operations team with over $300 million budget responsibility. Direct reports included ASC Administrators, Facility Maintenance/Life Safety Market Manager, Materials Director, Float Pool Market Director, IT Project Management Director, Medical Staff Office Director, and Sterile Processing Department Lead Technicians. Key accomplishments include:•Leveraging data and pre-existing support structures, I completely eliminated contract labor spend in three years that had grown to $2.6 million of annual spend in 2016 by building out a float pool from five to 17 staff (pre-COVID) and implemented a single staff scheduling process.•I have kept supply expenses from exceeding a benchmark of 1.6% YOY growth by reorganizing the materials management organizational structure to create a leadership pipeline for materials coordinators, improved materials training and education, and better oversight of supply expense management.•Negotiated a multi-year contract with a key supplier resulting in an annual savings of approximately $650,000.•Founded several division level support roles to provide improved oversight and support to ASCs. These positions include a Facility Maintenance Manager and Lead Sterile Processing Department Technician. Also, led in the creation of the first Ambulatory Surgery Division Employee Health Nurse in response to the COVID-19 pandemic fostering better oversight, care, and consistent return to work practices for all ASC staff.•One of 50 leaders (out of ~250,000 employees) selected to HCA Healthcare’s first cohort of the Leadership Excellence Program – a Harvard Business Review taught curriculum focused on leading strategy, solving complex business challenges, leading change, and influencing within highly matrixed organizations.

Centennial, Colorado, Us

I managed a team of 24 clinical/administrative employees in one hospital and five ambulatory based departments. The departments included inpatient & outpatient cardiac diagnostics, cardiac rehab, community wellness, outpatient diabetes education, and a newly established pulmonary rehab program, with a $22 million budget responsibility.•By significantly improving patient access, growing patient volume, and reducing expenses, I exceeded the overall net income projections of all six departments by 66% in year one. Second year net income was projected to exceed net income budget by 36%.•Partnering with clinical staff and other administrative departments, I strategically revised cardiac rehab's staffing and offerings on the premise of greater access and quality. As a result of process improvements, volume of individual patients grew 15% and patients returned 47% more often over prior year resulting in a net income that exceeded budget 99%.•Leading the clinical team, I completely revised the diabetes education program leading to better patient outcomes and a net income that exceeded budget 84% over prior fiscal year. The revamped program increased net operating revenue 296% and reduced expenses 27%.•Tasked with project management by executive leadership, I designed and implemented a pulmonary rehab program ensuring future certification and improved patient care outcomes. The new program immediately exceeded budget expectations and generated a new revenue stream, while reducing patient readmits to the hospital.•With these changes, I played a key role in helping these departments achieve significantly higher scores on the patient safety survey versus national average (NA): 100% actively doing things to improve patient safety vs 84% NA; 95% teamwork is fostered within units vs 81% NA; 92% hospital management provides a work climate that promotes patient safety vs 81% NA.•I also leveraged change management skills to ensure extremely low staff turnover rates.

Centennial, Colorado, Us

I was one of four graduate students regionally selected to start the inaugural supply chain internship program. My primary role was to manage the evaluation, improvement, and standardization of system catheterization laboratories (Cath Labs) supply chain inventory. •As Centura Health has grown through hospital acquisitions, there was a great need to ensure a standard for tracking, updating, and charging for Cath Lab supplies. I was assigned with process mapping current operations for each hospital and propose improvements for the management of Cath Lab supplies across fifteen hospitals to ensure aligned mnemonics, pricing updates, and consistent billing. •This project was identified as key to corporate leadership by becoming a system-wide "Nebula Project," which is typically assigned to director level leadership and above. As the project manager, program success required effective communication and partnership with Service Line Cardiovascular Director and other Directors. •I communicated the project implementation and success via a presentation to corporate and hospital executive leadership.

Aurora, Co, Us

I was one of six graduate students selected nationwide to participate in the summer internship program. My primary project was to conduct a process improvement for their Cardiac and Vascular Services Outpatient Clinic and provide recommendations to the executive leadership team on how to improve patient throughput and the patient experience. During this internship, I received process improvement coaching and training.•Using the lean methodology, I streamlined the patient throughput process, which reduced waiting times and staff labor.•This was highlighted by standardizing work stations, removing waste (unnecessary steps), and the related costs that equated to an annual savings of six weeks, one day, three hours, and 20 minutes of a 40-hour a week employee. •To ensure sustainable and reduced rooming times, I established rigorous analytics to track and outline improvements in the process. This information, paired with the new process maps, was to be evaluated continuously to identify further improvements or revisions to the throughput process.

I initially established SAM Consulting Solutions - a small boutique consulting service - while also serving as the California Society of Health-System Pharmacists' (CSHP) Director of Government Affairs. The primary mission of SAM Consulting Solutions was to provide solutions to California non-profit associations that would equate to greater value for their customers, including, but not limited to, finance, governance, government affairs, membership growth, public relations, and website support. •In 2008, I consulted full-time and served as Government Affairs Consultant to CSHP and Associate Vice President for The Docherty Group, a Sacramento lobbying firm representing five healthcare related non-profits. Both were clients of SAM Consulting Solutions. •My client duties focused on campaign contribution, grassroots and legislative advocacy, and regulatory action for CSHP, the California Orthotics and Prosthetics Association (COPA), and the California Academy of Physician Assistants. •In addition, I also improved the revenue collection process for COPA to ensure the accurate billing of membership dues and revenue growth. I also spearheaded COPA's membership duties, marketing, and public policy coordination.

Collaborating with the Executive Vice President and Board of Directors in various venues, including board and strategic planning meetings, I provided greater value and satisfaction to CSHP members – leading to rapid membership growth. •I oversaw the success of all governance and government affairs activities and managed the governance department staff.•I drove a legislative agenda that encompassed 20 tracked bills per year with eight hard positions and one sponsor bill. To ensure the success of government affairs activities, I provided all legislative and regulatory correspondence and testimony for CSHP positions and coordinated all grassroots advocacy initiatives. •Working closely with regulatory agencies, I managed CSHP’s regulatory affairs and represented CSHP at Board of Pharmacy (BOP), Department of Public Health and the late Integrated Waste Management Board meetings. •Navigating the California legislative process, I successfully led the passage of CSHP sponsored legislation that allows hospitals under common ownership to compound pharmaceuticals in a central location leading to multimillion dollar savings for health-systems. •After ten-years of failed legislative attempts, I played a key role working with the BOP to pass the patient medication safety regulation. This regulation improves quality patient care by allowing pharmacy technicians to check the work of other pharmacy technicians, freeing up pharmacists to provide bedside medication therapy management. •Rounding out CSHP's government affairs department, I drafted the articles of incorporation, created the business procedures, and provided direct support to the Pharmacy Professionals of California (PPC) Political Action Committee and PPC Small Contributor Committee. Combined, both committees are projected to raise $0.5 million by 2019.

Master Of Business Administration (M.B.A.), Healthcare Leadership

Certificate In Healthcare Policy And Regulatory Leadership, Health/Health Care Administration/Management

Ba, Political Science