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.
• 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.
• 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..
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.

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.
• 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.
• 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.
• 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.
• 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.
• 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.

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.
• 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.
• 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.
• 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.
• 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.
• 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.

• 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.
• 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.
• 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.
• 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.

• 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.
• 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.
• 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.
• 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.

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

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

Ba, Political Science