Randy Marcus Email & Phone Number

United States

Marcus Mediation Services provides mediation services. Mediation is an Alternative Dispute Resolution process that allows disputing parties a positive way of settling disputes. We bring disputants together in a non threatening process that allows them to participate in finding a solution. This is a great alternative to the legal system that is very stressful and hard to navigate. We develop a trusting, empathetic process that assures that all are heard in a neutral, non threatening environment. Show more Marcus Mediation Services provides mediation services. Mediation is an Alternative Dispute Resolution process that allows disputing parties a positive way of settling disputes. We bring disputants together in a non threatening process that allows them to participate in finding a solution. This is a great alternative to the legal system that is very stressful and hard to navigate. We develop a trusting, empathetic process that assures that all are heard in a neutral, non threatening environment. Show less

Hopewell, New Jersey, United States

Newown, Pa

East Brunswick, New Jersey

Complete executive management responsibilities. Total turnaround including total revamping of billing function, accounting , staff organization and internal structure. Instituted a strategic planning function including the establishment of strategic partnerships to assure long term viability. One of the primary tasks was to bring about a total culture change. Physician/management communications, transparency, reporting - financial and operational, all needed complete overhaul.

Mount Laurel, Nj

Leverage vast experience in preparing medical groups and physicians for future success to provide consulting services in strategic planning, reorganization, strategic alliance development, mergers and executive coaching/retreats.

Moorestown, New Jersey

Complete executive management of the group.

Kingston, Pa

Compete executive management responsibilities including the establishment of the financial viability of the group. The groups buy in/buy out and compensation arrangements were leading the group to its eventual dissolution. These had to be and were totally revamped, assuring the long term viability and growth of the group.

Plano, Texas

Total Executive Management of high level orthopedic group.

St Petersburg, Fl

Drove business growth, fostered unified group culture out of 20 different cultures, established workable governance structure out of 10 distinct structures, and enhanced efficiencies through implementation of technology systems.- Increased revenues from $15M to $20M and expanded from 14 to 27 physicians to accommodate growth. - Formulated and enforced operating policies/procedures and performance goals aligned with company’s objectives and values.- Created simpler, lean… Show more Drove business growth, fostered unified group culture out of 20 different cultures, established workable governance structure out of 10 distinct structures, and enhanced efficiencies through implementation of technology systems.- Increased revenues from $15M to $20M and expanded from 14 to 27 physicians to accommodate growth. - Formulated and enforced operating policies/procedures and performance goals aligned with company’s objectives and values.- Created simpler, lean governance structure to promote transparency, facilitate decision making/issues resolution, and ensure adherence to ethical standards. Reduced governing board from 14 to five partners.- Brought efficiency, interoperability and cutting-edge revenue cycle management to the group by implementing new electronic medical record and billing system.- Transformed previously broken, dispirited group of people into an outstanding central staff motivated to reach their fullest potential.- Increased path lab utilization 25% by adding several tests and improving awareness within the group. Show less

Philadeplphia, Pa

Successfully brought resolution to immensely challenging, high-pressure situation involving the departure of several physicians and the group’s uncertain future about remaining with the $20M University of Pennsylvania-based practice.- Stabilized previously volatile situation by cultivating positive relationships/communications with stakeholders. Built rapport with University, and listened to group feedback on issues and engaged group in civil discourse.- Outlined alternative… Show more Successfully brought resolution to immensely challenging, high-pressure situation involving the departure of several physicians and the group’s uncertain future about remaining with the $20M University of Pennsylvania-based practice.- Stabilized previously volatile situation by cultivating positive relationships/communications with stakeholders. Built rapport with University, and listened to group feedback on issues and engaged group in civil discourse.- Outlined alternative scenarios (e.g., remaining with University, external models) for the future of the group and articulated vision of what they could become.- Negotiated affiliation agreement and support stipends with Penn Medicine, University of Pennsylvania.-Implemented controversial compensation methodology while "keeping the peace" Show less

Conducted damage control, nurtured healthy workplace culture, and grew revenues for an $8M group struggling with a devastating split from 20 to 10 physicians and in danger of totally disintegrating.- Recreated damaged culture into positive, productive culture with communications as its underpinning. Articulated culture’s vision and defined values with guidelines on mindsets/practices needed to achieve the vision.- Grew revenues 15% to $18M in less than one year. Strengthened… Show more Conducted damage control, nurtured healthy workplace culture, and grew revenues for an $8M group struggling with a devastating split from 20 to 10 physicians and in danger of totally disintegrating.- Recreated damaged culture into positive, productive culture with communications as its underpinning. Articulated culture’s vision and defined values with guidelines on mindsets/practices needed to achieve the vision.- Grew revenues 15% to $18M in less than one year. Strengthened company’s market presence by spearheading an effective strategic alliance plan.- Took the initiative to restructure staff to change destructive environment and create an environment of competent, humanistic people sharing and embracing the culture’s core values. - Directed essential fiscal functions and activities including budgeting, reporting, feasibility studies and other critical tasks as the group’s Chief Financial Officer. Show less

Billings, Montana Area

Achieved success in increasing revenues and effectuating merger of two independent orthopaedic groups with radically different cultures and experiencing apprehension among employees resulting from fear of the unknown and circulation of rampant rumors. - Delivered 10% revenue growth to $15M in second year of orchestrating merger and creation of new unified culture.- Kept employees informed, motivated and focused. Convened administrative leaders and physicians from both groups in… Show more Achieved success in increasing revenues and effectuating merger of two independent orthopaedic groups with radically different cultures and experiencing apprehension among employees resulting from fear of the unknown and circulation of rampant rumors. - Delivered 10% revenue growth to $15M in second year of orchestrating merger and creation of new unified culture.- Kept employees informed, motivated and focused. Convened administrative leaders and physicians from both groups in “town hall” meetings to initiate introductions, identify fear factors, discuss issues and foster involvement.- Established credibility among employees through open and honest communications and creating positive sense of urgency to drive employees toward integration goals. Created a blog to serve as an informational tool.- Merged, consolidated and leveraged combined synergies/resources of disparate units to single unit. Managed each unit while merging businesses and created new policies/procedures for the combined entity.- Provided greater visibility to subspecialties and improved patient care by forming Centers of Excellence that put forth intense efforts on their particular area of specialty. Show less

Accelerated growth for a “mom and pop” business with six physicians operating out of an unprofessional modular space by taking it to its next level of financial and operational performance. - Directed group’s growth from 5,000 sq. ft. office to a 40,000 square foot state-of-the art facility complete with radiology, MRI, physical therapy, surgery center and new billing and electronic record system. - Took painstaking efforts to ensure sufficient staff input into facility design… Show more Accelerated growth for a “mom and pop” business with six physicians operating out of an unprofessional modular space by taking it to its next level of financial and operational performance. - Directed group’s growth from 5,000 sq. ft. office to a 40,000 square foot state-of-the art facility complete with radiology, MRI, physical therapy, surgery center and new billing and electronic record system. - Took painstaking efforts to ensure sufficient staff input into facility design, thereby averting potential problems. - Negotiated partnership for multispecialty surgery center with national management company that achieved significant returns to ownership and strengthened center’s financial viability. - Generated $100k savings and established retirement vehicle by developing, implementing, administering and handling transactions of an offshore, captive malpractice company. Show less

- Early Career (1980-2000) – Continually selected for high-profile executive leadership positions:Chief Administrative Officer – Clark & Daughtrey Medical Group, Lakeland, FL. Rebuilt infrastructure for $20M, 40-provider multispecialty group. Negotiated divestiture from MedPartners practice management company.Executive Director – New Hampshire Physician Organization, Manchester, NH. Led startup and infrastructure development for 210-physician organization.Chief Executive… Show more - Early Career (1980-2000) – Continually selected for high-profile executive leadership positions:Chief Administrative Officer – Clark & Daughtrey Medical Group, Lakeland, FL. Rebuilt infrastructure for $20M, 40-provider multispecialty group. Negotiated divestiture from MedPartners practice management company.Executive Director – New Hampshire Physician Organization, Manchester, NH. Led startup and infrastructure development for 210-physician organization.Chief Executive Officer – Medical Care of Boston, Boston, MA. Directed operational start-up of management services organization for Harvard teaching hospital.Chief Executive Officer – Southboro Medical Group, Southboro, MA. Provided financial and operational management for 250-employee multispecialty group (40 physicians) with multiple facilities. Deputy Health Commissioner – Philadelphia Department of Health, Philadelphia, PA. Led planning initiatives and oversaw several departments for large urban health department.Vice President, Planning & Professional Services – Delaware Valley Hospital Council, Philadelphia, PA. Represented hospital interests on regulatory, planning and community bodies. Show less