Robert Gundersen Email & Phone Number

• Responsible for the operations of the three sites of Kindred Hospital Northeast. Also, acts as Administrator of the Stoughton site.
• Achieved Joint Commission accreditation, despite a conditional status from the prior survey in 2007. Improved survey performance in 2010 by over 50%.
• Recruited new management team, establishing credibility with the employees and Medical Staff.
• Improved patient care quality and satisfaction.
• Reduced the use of agency staff, improving both care and employee morale.
• Closed Braintree campus due to infrastructure facility issues. Able to smoothly discharge or transfer fifty patients with no negative outcomes. Placed over 65 employees in other Kindred facilities, and find employment.

Hyannis, MA, US

• Responsible for the operation of a 95-bed hospital, a 132-bed skilled nursing facility, a 56-bed assisted living community, a commercial laboratory, and a DME/oxygen company.
• Improved financial performance at hospital through recruitment of physicians and implantation of new programs.
• Improved employee morale by implementing new communication systems.
• Turned around performance of Wound Care Center
• Developed 60,000 SF Medical Office building, which included a10,000 SF outpatient rehabilitation facility.
• Created positive relationship with community that led to increased philanthropic support.

• Responsible for operation of a 300-bed acute care hospital, as well as system-wide rehabilitation services, a home care company, a retirement community and a commercial laboratory.
• Created turnaround in performance of commercial laboratory, dramatically improving service to hospital, physician and nursing home clients.
• Restructured retirement community, improving resident satisfaction and financial performance.
• Managed reorganization of several key nursing units while Chief Nurse Executive position was vacant, improving staff and patient satisfaction.
• Streamlined materials delivery system (central sterile supply), serving two hospitals from one location.

• Responsible for all Manchester-based operations of Optima Healthcare.
• Thwarted aggressive union campaign despite poor staff morale due to ongoing community concerns with merger.
• Installed robotic pharmacy system to provide 24-hour dosing services to three hospitals, decreasing cost and improving quality.
• Created single management structure for rehabilitative services throughout system, allowing therapy staff to move freely among multiple sites and communities.
• Aggressively collaborated with physicians to improve referrals and patient/physician satisfaction.
• Guided management team through turbulent times, minimizing turnover.

• Responsible for the operations of the two acute care hospitals of Optima Health, the holding company created by the merger of two 300-bed hospitals (Catholic Medical Center and Elliot Hospital).
• Consolidated management and services post merger, using a broad participative process.
• Fostered the merger of all hospital-based physician groups (Anesthesia, Pathology, Emergency Medicine, and Radiology) ultimately improving service and physician satisfaction.
• Created the New England Heart Institute through the acquisition of an eight-physician cardiology practice.
• Oversaw the design and construction of a $36 million major renovation project to consolidate acute care services on a single campus.
• Designed and instituted a patient focused care project throughout all inpatient units, resulting in increased staff and patient satisfaction and decreased labor costs.

Manchester, NH, US

• Responsible for all clinical and non-clinical support services at Catholic Medical Center, a 300-bed full service community hospital.
• Created financial turnaround of organization through building positive working relationships with physician community.
• Instituted employee training program focused on patient and employee satisfaction, improving employee morale and patient satisfaction.
• Renovated facility to improve accessibility for outpatients as well as attractiveness of facility.
• Developed a Physician Hospital Organization (PHO).
• Fostered the growth of the cardiac surgery program, leading it to become the second largest program in northern New England.

Master Of Business Administration (M.B.A.), Health/Health Care Administration/Management

Bachelor Of Arts (B.A.), Politics, Sociology