Todd Hubler Email & Phone Number

Nazareth, PA, US

Richmond, Virginia, United States

Led the transformational culture change and facilitated the successful growth of the OPO franchise by supporting the mission of Savings Lives, Restoring Health, and Giving Hope.· Developed culture initiative to reform vision and improve on customer service excellence.· Provided operational leadership to improve performance for five consecutive years with 3.

Allentown, Pennsylvania Area

• Provide advisory services to healthcare organizations and physician practices. Delivering financial and operational expertise to leadership to drive success of business efforts.
• Develop physician practice financial forecasts and budgets.
• Advise Physicians surrounding financial management and MGMA comparisons.

• Supervised team of 14 and oversaw operations for regional healthcare provider with 2 specialty hospitals, an ambulatory surgical center, and 16 multi-specialty physician clinics and ambulatory care centers. This.
• Researched and developed 2 new business growth expansion projects for 2 ambulatory surgical centers currently under construction; projects are forecasted to produce 4-6% growth.
• Expanded footprint for services, leading to 5% increase in operating margin over prior year.
• Drove expansion of women’s and cardiology services through recruitment of 4 physicians, boosting volume by 3%.
• Reduced employee turnover by 6% through implementation of employee culture initiatives.
• Developed and implemented primary care services to 4 new locations with the recruitment of 4 physicians.

Wilkes-Barre General Hospital

• I was selected to lead operations for the largest community hospital in Pennsylvania with 412 beds and a medical staff that covers 50 specialties. With 13K surgeries annually and 60K+ ER patients, the hospital.
• Provided oversight and coordination of initial phases of $41M new ICU tower project.
• Facilitated renovation project for new radiation oncology department; negotiated purchase of new linear accelerator and worked with Neurosurgeons to expand services forecasted to deliver 12% uptick in radiation.
• Successfully negotiated joint ventures with imaging company and professional medical center group to expand services.

Easton Hospital

• During this time, I managed daily operations of a 238 bed hospital that conducted over 9K surgeries,had 7.8K in admissions, and $176M in net revenue annually. The hospital is renowned for its cardiology program. I.
• Led recruitment of 7 Physicians including new fellowship trained Bariatric Surgeon, playing role in growing program by 2%.
• Generated $277K in cost savings by identifying need to eliminate costs associated with Pulmonology and enabled recruitment of full-time Pulmonary Care Specialist.
• Reduced annual subsidy by $750K by sourcing new professional radiology service provider that increased coverage to 24-hour service with additional subspecialty services.
• Saved $640K by negotiated new contracts with environmental and dietary service providers.
• Eliminated $700K of annual costs by transforming profitable primary care practice into urgent care center with walk-in family center while offering ancillary lab, imaging, and employment screening services.

Williamson Memorial Hospital

• I was accountable for all aspects of a rural hospital that had 76 beds, 400 FTEs, and did nearly 25K emergency room visits per year. The hospital generated net revenue of $34M and $4.45M EBITDA.
• Successfully completed joint venture with local 19-person physician group for hospital ownership.
• Recruited 8 new Physicians to underserved rural area, expanding Urology, Orthopedics, Gastroenterology, General Surgery, ENT, Pulmonology, and Primary Care; boosted margin by 3%.
• Developed plan to build out Cath lab, increasing overall volume by 2% and eliminating outmigration to larger cities.
• Reduced length of stay by 23% and increased case mix of IP cases by 3% and patient satisfaction by 10%.
• Slashed costs year over year over 4 years with 7% reduction occurring in year one.

Williamson Memorial Hospital

• During time in this role, my main focus was managing due diligence for the sales of the hospital working closely with the buyer in preparation for acquisition.
• Guided hospital out of red in year one, transitioning hospital from loss of $575K in Q4 to $1.2M profit in 2006.
• Reduced labor expense by 9% in first year through implementation of staffing plan.
• Completed sales tax audit and filed for $320K repayment for overpaid taxes.

Lancaster, Pennsylvania Area

• 148 bed community hospital with net revenues of $54M.
• Provided support to CFO surrounding financial statements, revenue, cost reporting, and expense management.

Charlotte, North Carolina Area

West Virginia

Charleston, West Virginia Area

Master'S Of Science, Healthcare Administration

Bachelor Of Business Administration (B.B.A.), Finance, General

Education record