I have over thirty years of healthcare leadership experience from administrative assistant to CEO. I ran a critical access hospital and led a clinical service line at a major medical center. The teams I have put together have had success both financially and in the patient experience arena while ensuring quality service.The calm, supportive leadership approach I have taken has helped employees and medical staffs realize their full potential as human beings as well as healthcare providers.Currently seeking a new leadership opportunity in healthcare. Please contact me via LinkedIn, thomwhale37@yahoo.com or at 330-590-0033.

Fully integrated P&L responsibility for 2 hospitals with 60 combined beds. Administratively responsible for the System’s Musculoskeletal Service Line (Orthopedic). Reported to the System President and COO, managed 5 direct reports and a team of 345 health care professionals. LODI COMMUNITY HOSPITAL• Consistently achieved exceptional quality measures, including zero hospital acquired infections; 100% core measures for heart-attack and zero hospital acquired pressure ulcers.• Received “Top Twenty Best Practices for Quality” award from the National Rural Health Association.• Achieved positive operating margins for the past 10+ years.EDWIN SHAW REHABILITATION INSTITUTE (ESRI)• Led ongoing efforts and initiatives for the 5 outpatient therapy clinics and chemical dependency program.• Improved positive operating margin for the last 3 fiscal years.• Initiated a Lean project with the System’s medical center to improve the transition process resulting in reduced leakage and length of stay at the medical center; more consistent ESRI census; and better collaboration between all stakeholders, including physicians.• Achieved CARF accreditation in 7 distinct areas.MUSCULOSKELETAL (MSK) SERVICE LINE • Achieved the second best contribution margin for all service lines at Medical Center in 2014.• Led preparatory efforts for the Medicare bundled payment care initiative (BPCI), for lower extremity replacements, designed to reduce costs and readmissions.• Improved throughput of orthopedic surgeries, and patient satisfaction scores.• Revised content and process of the pre-operative patient education for joint replacement program. Patient participation from less than 70% to 85% and the average length of stay was reduced from 4.1 to 3.8 days.• Introduced American Orthopaedic Association’s “Own the Bone” program to the Akron area which promotes early diagnosis and treatment for osteoporosis thus positively impacting Population Health.

P&L responsibility for this 25 bed, critical access hospital and 10,000 emergency room visits annually. Reported to the System President and COO, managed 10 direct reports and a team of 110 health care professionals. • Produced consistent positive revenues over expenses for 10 consecutive years. - Obtained a $2MM federal grant to build new emergency department. - Implemented enhancements to the critical access hospital reimbursement methodology. - Initiated new services in cardiopulmonary and radiology; conceived and implemented a “prompt assessment and service” promise in the emergency department.• Eliminated a significant liability in a frozen employee retirement plan by transferring ownership and administration of the plan to a third party without harm to the employees. • Recruited 11 primary care providers and numerous specialists over a 10 year period.• Seven time recipient of the Press-Ganey’s “Summit Award” for patient satisfaction excellence in Emergency Department. Scores must meet or exceed the 95th percentile for 3 consecutive years to qualify.• Developed a 3 year strategic plan through an integrated committee structure that included members of the board, medical staff, community, administration, management and corporate representation.

Vice President, Clinical Services – St. Mary’s Hospital, Streator, IL (1987 to 2001)Responsible for directing daily operations of clinical services for this 251 bed rural hospital including diagnostic, therapeutic, rehabilitation, home health and senior services. Reported to the President, managed 11 direct reports and a team of 325 health care professionals. Division Director, Support Services – St. Francis Hospital, Litchfield, IL (1985 to 1987)Responsible for leading both clinical and ancillary services, including pharmacy, rehabilitation, radiology, materials management and housekeeping, for this 138 bed rural hospital. Reported to the President, managed 7 direct reports and a team of 125 health care and administrative professionals.