Steven Smith, Lfache Email & Phone Number

Rosenberg, Texas, United States

As a Career Transition Coach, Steve will provide structured guidance and coaching to healthcare executives in career transition. Having recently retired from 41 years of healthcare executive leadership, Steve’s mission for this next chapter is to help preserve great talent for the healthcare industry.

Huntsville, Texas

Nacogdoches, Texas

Provide day-to-day strategic and operational leadership for this 125-bed general acute care hospital with annual net revenues of $73M and 488 FTEs and a 30 provider multi-specialty medical group. Leading a team of 12 direct reports.

Bay City, Tx

As an employee of Quorum Health Resources, provided day-to-day strategic and operational leadership for 58-bed general acute care hospital with annual net revenues of $68M and 450 FTEs, freestanding wellness and rehabilitation center, an affiliated multi-specialty provider group, a primary care clinic, and a rural ACO. Led team of nine direct reports.Led multiple projects resulting in: 42% growth in adjusted admissions; 49.6% growth in net patient revenue; and an average gain in net position of over 8%.Managed days cash on hand in a range of 120 – 212 while achieving 5/5 stages of EHR meaningful use; owner financing of constructing and equipping two new buildings totaling 60,000 ft²; and investing over $20M in plant and equipment.Organized and coached quality teams that earned: Healthgrades Patient Safety Excellence Award (2018); Improved CMS star rating from three stars to four stars (2017-2018); Texas Medical Foundation Silver Quality Award (2012).Provided strategic and operational leadership in the formation of an affiliated medical group. Grew to 18 employed providers in the first two years.Led the formation of the Texas Rural Accountable Care Organization (TRACO) as its Board Chair (2015-2018). TRACO is a network of seven rural communities, formed with the support of Caravan Health, a rural ACO management company, to participate in the Medicare Shared Savings ACO program beginning in 2015. At the local level, the hospital is networked with 25 local providers that collaborate on improving care for attributed patients across the continuum. Highlights include: TRACO managed 6,800+ attributed lives. Matagorda network managed 2,500+ lives.  TRACO achieved a CMS Quality Score of 98 in the second year measured across 34 metrics, ranking first in the Caravan Health national network of 34 rural ACOs.

Sugar Land, Tx; Kingwood, Tx

Sugar Land Surgical Hospital, Sugar Land, TX (1/2008 – 11/2008):Transferred from Kingwood Specialty Hospital by United Surgical Partners regional team to manage day-to-day operations and to transition a large orthopedic group that had been purchased by a competing Houston health system. Led the process of onboarding another orthopedic group into the partnership. New group projected to replace lost volume within the first year. Kingwood Specialty Hospital, Kingwood, TX (1/2006 – 1/2008):Led newly developed physician-owned surgical specialty hospital supporting the specialties of General Surgery, Gynecology, ENT, Orthopedics, Interventional Pain Management, Plastics, Podiatry, and Urology. Achieved a 97% “good or excellent” rating from patients in the first year and a 21% YTD EBITDA in year 2.Led a strategic planning and restructuring process that doubled volume in six months by partnering with United Surgical Partners and Memorial Hermann Health Systems bringing resources of a national management company and a portfolio of favorable insurance payor contracts.

Sugar Land, Tx

Provided strategic direction in the development of a niche data system focused on helping hospitals improve efforts to reduce common medical and process errors. Led a high-performance development team that included statisticians, clinical consultants, and information system programmers to design a product to help organizations manage their medical and system error data. Model was based on work done by NASA for the aviation industry.

Florence, Al

Provided operational leadership for three hospitals, a nursing home, and a freestanding ambulatory care center. This community NFP system had 800 beds and $200+M in annual net revenue. President of Eliza Coffee Memorial Hospital, 372-bed flagship for the system, generating $130+M in annual net revenue.Led a structured turnaround at Eliza Coffee Memorial Hospital reversing a $4M loss to a $6M gain in 18 months. Named a Solucient “Top 100 Hospitals: Performance Improvement Leaders” for 1999 – 2003.Provided leadership to quality teams that won two statewide performance improvement awards from the Alabama Hospital Association.

Las Cruces, Nm

Provided strategic and operational leadership for this 286-bed, community non-profit hospital that provides acute healthcare services for southern New Mexico. Converted from a city/county owned and operated facility to a private, not-for-profit 501c3 in 1998 with $125M in annual net revenue.Led the creation of the 501c3 operating company and gained approval for the execution of the lease with the City and County. New structure removed the burden of public debt for capital and the political pressure on governance. Issued “A” rated bonds with new structure for capital and facility expansion.Led the planning phase of a $40M building program that included a new medical office building, renovation of the ED, some inpatient units, and the relocation and expansion of administrative and education space. Once completed, this phase would allow expansion of ambulatory space.Improved financial results from operating loss to an EBITDA of over 11% within 3 years by improving purchasing contract compliance, renegotiating managed care contracts, and an almost 10% gain in market share.Increased days cash on hand from 30 to 90 days in the first three years by restructuring the billing and collection cycle, renegotiating ED physician services contract, and improved managed care rates.

Baton Rouge, La

Administrator; Chief Executive Officer (1990 – 1995)Interim Administrator (1989 – 1990)Served as CEO of Earl K. Long Medical Center, a 257-bed, general acute care teaching hospital affiliated with LSU Medical School. The system consisted of ten hospitals and served as the primary teaching site for Louisiana State University Medical School, Tulane Medical School, and the Ochsner Foundation.Led a team including LSU medical school faculty to regain full accreditation of the Internal Medicine residency program and restore up to 24 residency positions to help staff a clinic system that provided 53+K visits/year. All positions were filled by the end of year three. Served on a leadership triad that planned, gained accreditation and launched a new Emergency Medicine residency program partnered with a private NFP hospital and LSU Medical School. Program awarded 24 residency slots to help staff an ED volume of 300+K/year. Positions filled by end of year three.In Interim Administrator role, led 108-bed, general acute care W. O. Moss Regional Medical Center in Lake Charles, LA through a successful Joint Commission survey.

Raleigh, Nc; Mobile, Al

Administrator — Charter Northridge Hospital, Raleigh, NC (1988 – 1989)Assistant Administrator – Charter Hospital of Mobile, Mobile, AL (1987 – 1988)

Master Of Science (Ms), Healthcare Administration

Bachelor Of Science (Bs), Business Administration