Robert Friedberg Email & Phone Number

New York, New York, United States

F3 Partners, LLC is a boutique private equity investment firm focused on innovative healthcare delivery platforms.

Washington, District Of Columbia, United States

Strategic and operating healthcare partner with United Western Group making investments in mid-market healthcare platforms, creating innovative synergies and opening new revenue channels. We look to vertically integrate adjacent healthcare tech companies yielding a more agile and comprehensive platform with greater revenues, earnings and market value.

New York, New York, United States

Altryx Health is focused on developing leading edge, disruptive technology solutions employing Natural Language Processing and Artificial Intelligence in acute care clinical documentation. Our RN Advantage One software will support clinical care by allowing nurses to focus on patient interactions and less on entering data into the EMR.

New York, New York, United States

Developed COVID-19 contact tracing staffing company to supplement regional health departments during COVID-19 pandemic.

Lagrangeville, Ny

• • Presided over the organization’s largest growth period, driving the overall size and scope of the organization from $0.7B to $1.25B, becoming the largest New York health care system outside of NYC• Developed, presented and executed short and long term strategic and operational plans for the health system and executed effectively against the plans• Moved key quality indicators to top decile performance metrics through a system wide rigorous commitment to quality and high reliability• Positioned the health system to the be provider of choice for the region with 65% market share in the primary service area and 35% market share in the overall service region• Increased operating margins from 2% to 6%, increased EBITDA margins from 9% to 12% • Negotiated the purchase of 4th hospital to become part of the health system, integrated the hospital into the network and restored hospital to profitability• Developed campus master plans and re-invested in the physical campuses including overseeing the Vassar Medical Center bed tower replacement – at $560M, the largest capital project in the organization’s and community’s history• Successfully led the organization through a cross-state merger to create a $2.5B, 7 hospital, 1200 provider integrated health network – making it the 5th largest health care system in New York and Connecticut• Developed and implemented unique opportunity in graduate medical education program with the establishment of 7 independent residency programs, moving health system to teaching campuses for the first time in its history. 100% match in first classes across all seven residency programs• Managed all aspects of governance, working with the Board on its quarterly meetings, educational plans, annual work plans. Supported and informed all Board committees, inclusive of Quality, Finance, Investment, Audit and Compliance, Governance and Executive Compensation

• Took on overall responsibility for the system’s flagship hospital and envisioned and executed on a complete renewal of its strategy, positioning and commitment to quality • Increased scope and scale of clinical services on the campus by 20% in two years’ time through efficient operations and relationship building with both the community and the independent medical staff• Forged relationships with independent physicians and gained loyalty, moving market share from competing hospitals. Positioned Vassar as the hospital of choice for providers and patients• Instituted changes within the organization moving key quality indicators too top quartile performance (on the way to top decile)• Improved operating margin from 1.5% to 13.1% through growth and rigorous monthly operating reviews and accountability• Restructured management teams, set objectives and goals and developed momentum to meet first year expectations• Instituted strategic planning process and 5 year strategic/operational plan for all entities• Executed campus planning process and conceptual planning process for replacement bed tower

Geneva, Il

• While maintaining key accountabilities for Central DuPage Hospital, added role of President of Delnor Hospital and Chief Integration Officer for the newly formed Cadence Health System• Developed and executed integration plan for Central DuPage Hospital and Delnor Hospital. Created $25M in net synergy value (inclusive of any upward cost pressure) during first 18 months• In two years’ time, returned Delnor Hospital to profitability through growth and a strong focus on cost management and standardization• Achieved FY2013 system net operating margin of $154, EBITDA of $230M on $1.5B of revenues• Aligned Delnor Hospital onto top-decile quality scorecard and quickly implemented changes to quality performance initiatives moving RAMI, Sepsis, ALOS and patient experience to top decile.• Implemented changes in organizational structure, management, staff, policy and procedure to improve the access to clinical services, improving quality, efficiency and service• Organized and managed corporate clinical support areas to the system standard, providing seamless support across the health system• Maintained system level line accountability for supply chain management, outpatient rehabilitation services network, hospitality functions (plant ops, EVS, food services, clinical engineering, public safety), property management of all system locations, construction management and master facility planning, home health and hospice services

• Moved hospital to being the fastest growing, highest quality health system in metropolitan Chicago • Sustained growth of 3-6% annually, becoming the region’s largest hospital, moving market share from competing regional providers• Engaged staff, physician leadership and management teams to elevate and maintain patient satisfaction to top decile and employee engagement to top quartile (PRC national norms)• Achieved multiple external recognitions including Truven Top 100 Hospital (6 years), Top Performance in Patient Safety, Critical Care, Joint Replacement, Stroke from Health Grades, and US News and World Report Top Hospital (Regional) and Top Hospital for Orthopaedics (National)• Developed strategy for neurosciences product line, recruited marquis providers and staff, and became the largest comprehensive neurosciences program in the Chicago suburban metropolitan region; largest stroke program in Illinois• Executed program expansion in multiple areas to increase market share and regional medical center status, including neurosciences, orthopedics, cardiovascular and surgical services• Presented strategic growth opportunities to Board of Directors on regular basis, including market share expectations, capital investments, tactics and expected results• Redeveloped management teams to be proactive in managing P&L accounts as well as focusing on growth strategies, revenue cycle, cost management and productivity

Winfield, Il

• Achieved top decile patient experience, top decile employee engagement, top decile quality indicators and operating margin of 10% and EBITDA margin of 13%• Executive over all surgical and ancillary services for the hospital – CDH’s preceding strong suit. Oversaw interdepartmental team to re-establish surgical services as the core of the hospital’s service capabilities• Developed and executed strategic and operating plan to effectively run and grow the surgical services of the hospital increasing surgical volumes by 6% per year and adding 30% capacity both physically (new construction) and through operational efficiencies• Achieved top decile patient satisfaction and employee engagement for surgical services and PT/OT services• Redeveloped sterile processing division using Lean and Six Sigma principles. Reduced tray error rate to less than 0.3% • Established new supply chain pathways to assure appropriate and tight management of all implants, devices, biodevices etc.• Recruited specific physician compliments to grow strategic and surgical programs• Developed and expanded physical and occupational therapy programs to tag along with urgent care expansions. Increased both sites (50% increase) and BTU volumes (112% increase) over 5 years

• Transitioned from external consultant to full time executive• Working in a full academic model, transformed the care model in OB, CVT, Cardiology, General Surgery and Transplantation to be patient and operational focused leading to better outcomes and efficiencies• In one year’s time, reduced operational losses in these highly visible departments by over $2.0M• Created strategic plan for cardiology and cardiovascular surgery and eliminated all on-going departmental losses ($10M annually) and created a structure for growth.• Oversaw Corporate Integrity Agreement compliance in abdominal transplantation, clearing the agreement in three years• Increased abdominal transplantation volumes 400% in liver and 15% in kidney/pancreas leading to high quality, low rejection, low complication program with an additional $7M in net operating revenues

• Provided strategic management consulting services to academic medical center leadership. Managed methodology and operational implementation of targeted program improvement, including development of business strategy, reduction in operating costs, and increase in volume and cash collections. Interactions with all aspects of the academic center including Dean’s office, medical school, research university, and hospital• Managed budgetary processes for academic and department specific accounts• Managed Corporate Integrity Agreement at practice level• Restructured renal and kidney transplant program for growth model• Restructured cardiac surgery program for margin improvement through decreased operating costs, increased charge capture and improved billing

• Successfully led operations of all key areas of the hospital in a very challenging market to be quality focused, operationally excellent and financially secure• Achieved operating margins of 3% and EBITDA margins of 10%, with a 50% increase in EBITDA in 2001 (as part of Vanguard Health Systems) • Created, presented and executed on strategic plans to develop new services and capabilities at the hospital, inclusive of Cardiac Surgery and Interventional Cardiology (CON state).• Led integration team for incorporation into Vanguard Health Systems post acquisition. • Developed and executed plans for growth at the department levels:• Developed concept and implemented Breast Imaging Center, increasing capacity and volume by 50% in one year• Executed capital remake of specialty radiology areas, increasing throughput by 40% in CT, 25% in nuclear medicine• Redeveloped oncology program; decreasing operating costs, and increasing chemotherapy revenues by 40% ($1.4M)• Expanded hospice program from average daily census of 15 to average daily census of 60 in one year’s time, increasing net margin ($1M)• Responsible for management and redevelopment of human resources to meet challenges of clinical staff shortages, and to continually improve the quality of recruitment and retention at the facility.• Primary accountability for physician affairs and the forging of relationships with physicians on staff• Developed external physician relationships and recruited new physicians to the medical staff• Restructured physician practices to productivity based models, increasing operating margins• Directed Medical Education and Residency Programs (72 residents) according to ACGME and RRC standards

Operational line responsibility for multiple product lines throughout the Network. Accountable for all aspects of each product line, including preparation of budget, determination of monthly rate and volume variances, creation of action plans to meet and exceed product line goals; development of new product lines, and overall contribution to net income for the Network. • Directed the Division of Nursing and instilled a cost based approach to management and staffing.• Reduced Medicare ALOS of 1.0 days over 3 years and a skill mix change ($2M)• Restructured of the Home Health Division resulting in an increase in volume from 40,000 visits annually to 180,000, and a cost per visit 40% under the Chicago area average ($2M)• Development of new products including an infusion therapy program ($500K)• Restructured radiology and cardiology departments into one single diagnostic imaging department, reducing labor costs by $750K annually, and increasing volume in key areas by 15-40% year over year.• Achieved Solucient Top 100 Hospital Status

Entry-level position to the MacNeal Network. Provided operational line support to Division Directors for project work. Typical projects included time and motion studies, wait time and volume analysis, productivity studies, and computer assisted modeling for budgets and weekly staffing variances. Rotated to Administrator on Call for Network and substituted for Directors during absences or vacation.

Rochester, New York Metropolitan Area

Provided acute respiratory care services to patients in ED, ICU and general medical surgical floors

Master Of Health Administration

Bachelor Of Arts - Ba, Healthcare Systems Management