Brad Bennett

Brad Bennett Email and Phone Number

Chief Executive Officer-MGA Homecare & Chairman/Co-Founder Upward Health @ MGA Homecare
Brad Bennett's Location
West Palm Beach, Florida, United States, United States
Brad Bennett's Contact Details

Brad Bennett work email

Brad Bennett personal email

n/a
About Brad Bennett

Brad Bennett has spent nearly three decades building strong teams and companies that have focused on serving our nation’s most medically complex patients in the most cost effective & highest quality settings possible. As a result of these experiences, he has developed a strong belief that the only way to build a national healthcare services platform, with the ability to consistently deliver measurable improvements in clinical quality/patient experiences (while also reducing total cost of care), is to build an organization truly committed to serving our local market teams and direct care workforce.Brad joined MGA Homecare in Feb '20 after the Company was acquired by Flexpoint Ford. Since that date he has served as Chief Executive Officer. Prior to joining MGA, Brad co-founded, in Jan '17, Upward Health (previously BehaveCare, Inc.) in partnership with BlueCross BlueShield Venture Partners. As a passionate co-founder of this Providence RI based technology enabled healthcare services provider, he remains highly engaged, and continues to serve on Upward Health’s Board of DirectorsBrad’s healthcare career began in 1990 when he joined a small New Enterprise Associates backed healthcare services company that over the next 9 yrs. would become one of the nation’s top post-acute providers (PAC); operating 20+ healthcare service lines, serving all payers, completing 200+ acquisitions, & employing 100k+ team members across 46 States. From '04 to ‘09,he went onto serve in a PAC CEO role that spanned two companies (remaining as CEO post sale in ‘06). In ‘09, Brad was recruited to the Board of Maxim Healthcare Services (a $1B+ Co. facing criminal indictment, obstruction of justice, exclusion from Mcr/Mcd, & insolvency due to $448M in fines/penalties/re-payments). After 1 month on the Board, Brad was asked to assume a CEO role that lasted 6 yrs.As Maxim’s CEO (from ‘09 to ‘16) he built a team that worked hand in hand with OIG/DOJ/41 States as they transformed Maxim’s approach to QAPI, compliance, the development of alternative payment models (with a focus on value/payer partnerships), & transparency. The most important transformation, however, was the overall experience that Maxim created for patients, families, caregivers, and team members.Brad has served as a National Trustee of The First Tee since '09. From ‘08 to ‘15 he was the Chairman of The First Tee of Baltimore. Brad has also served as a member of the Board of Trustees of Loyola University-Md., chairing both the Athletic & Executive Committees of Loyola’s Board.

Brad Bennett's Current Company Details
MGA Homecare

Mga Homecare

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Chief Executive Officer-MGA Homecare & Chairman/Co-Founder Upward Health
Brad Bennett Work Experience Details
  • Mga Homecare
    Chief Executive Officer
    Mga Homecare Feb 2020 - Present
    Scottsdale, Arizona, Us
    For over 10 years MGA Homecare has been providing personalized homehealthcare, home therapy, and other Home and Community-Based Services (HCBS) across Arizona, Colorado and Texas. With a focus on patient safety and continuous quality improvement, the MGA Homecare team matches patients and their families with healthcare professionals who have the proper skills, experiences and training to serve a variety of skilled and unskilled healthcare needs in the home and community.
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  • Upward Health
    Co-Founder & Chairman
    Upward Health Aug 2016 - Present
    Hauppauge, New York, Us
    Founded in 2016, Upward Health (“UH”) was most recently Ranked #7 on Inc. Magazine’s 2023 List of the 5000 Fastest Growing Companies (UH also ranked #3 in the Healthcare sector). UH is a home-based medical group specializing in primary medical and behavioral care for individuals with complex needs. At Upward Health we serve patients throughout their communities, and we diagnose, treat and prescribe anywhere our patients call home. We reduce barriers to care such as long delays due to scheduling. We see patients when they need us, for as much time as they need, with no time wasted traveling only to sit in a crowded waiting room. Beyond medical supports, we also assist our patients with challenges that may affect their health, such as food insecurity, social isolation, housing needs, transportation and more. It’s no wonder 98% of patients report being fully satisfied with Upward Health!
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  • Greenspring Associates
    Member Of The Board Of Advisors-Impact Fund
    Greenspring Associates Mar 2017 - Present
    Owings Mills, Md, Us
    As an active impact investor, Greenspring Associates offers a dedicated strategy that seeks to generate strong returns through investments in funds and companies with the ability to provide meaningful social, environmental and/or societal impact. Thematic verticals of focus include sustainability, healthcare, education technology, financial technology and the collaborative economy. Our screening process marries rigorous investment due diligence with impact-oriented analyses.Founded in 2000 to focus solely on venture capital investments, Greenspring Associates believes that deep relationships built on mutual trust lead to better returns. Our mission is to serve as a value-added, lifecycle partner for fund managers and entrepreneurs on both a primary and secondary basis. With a comprehensive platform and dedicated Portfolio Impact program, we manage over $10 billion in committed capital across diversified, direct, secondary and bespoke venture strategies for a diverse group of institutions and high net worth individuals.
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  • Learn Behavioral
    Member Board Of Managers
    Learn Behavioral Jun 2017 - Mar 2019
    Baltimore, Maryland, Us
    Sold by LLR Partners to Gryphon Investors in March '19, LEARN is a leading network of providers serving children with Autism & other Special Needs. As of the March '19 sale date, the LEARN network of providers served over 3,000 families annually...* LEARN Provides ABA based therapy and support services for children with autism and their families.* LEARN Partners with schools to deliver specialized interventions for students in need. Served on Board of LEARN from June 2017 until LLR's sale to Gryphon Investors in March 2019.
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  • Maxim Healthcare Services (Home Care)
    Chief Executive Officer/Board Member/Chairman-Board Quality Committee
    Maxim Healthcare Services (Home Care) Oct 2009 - Aug 2016
    Columbia, Maryland, Us
    Maxim Healthcare Services, Inc. (“Maxim”) is a privately held $1.4 billion diversified Healthcare Services Provider, As of June 2016, Maxim employed over 60,000 team members who together: * Cared for 26,000+ patients a day in the home* Cared for over 2500 Veterans and 10,000+ pediatric patients. * Served 800+ Staffing and Wellness/Immunization Customers a year.* Operated in 43 States, serving 500+ payers/programs * Served 240+ local markets.Originally joined the Board of Directors and Compliance Committee of the Board in late summer of 2009; was then recruited to the CEO role in October 2009. While at Maxim, re-built first three levels of leadership, promoting tenured team members from within; while filling “talent gaps” with experienced health care leaders from outside of the Company. Between 2009 and 2016 these leaders, in partnership with team members at all levels, successfully executed on a three-phase re-invention/turnaround process that: 1) Placed the patient, caregiver, and customer at the center of every decision; 2) Allowed the Company to avoid criminal indictment and reduce an inherited $448 million settlement demand from the US Dept of Justice, OIG, and 43 States to $150 million payable over 8 years; (See CNBC http://video.cnbc.com/gallery/?video=30000812963 OR https://www.c-span.org/video/?303066-1/medicaid-fraud) Re-built operating & clinical delivery models based on a measurable definition of "holistic success"; and watched 81 locations that met the definition exceed all historical clinical quality, patient experience, caregiver/team member engagement, and EBITDA growth levels.; and 4) Developed innovative transitional care, human capital management, and clinic models with hospital and payer partners alike. In May 2016, executed on succession plan developed over previous 3 years, and handed reins over to President who the Chairman and I put in place in 2013.
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  • Fundamental
    President & Chief Executive Officer
    Fundamental Mar 2006 - Oct 2009
    Sparks Glencoe, Maryland, Us
    Fundamental is a privately held $1 billion+ diversified Post-Acute Care Services Provider (Approximate Revenue mix in 2009 was: $700 million- SNF; $100 million LTAC; $50 million-Home Hospice; $50 million-Outpatient Therapy)As of 2009, Fundamental employed over 20,000 employees who together: * Cared for 17,000+ patients a day.* Operated in 17 States, serving 100+ payers/programs* Served 115+ local marketsUnlike Maxim, Fundamental was a largely stable operation, with a tenured leadership team that had been the ones responsible for developing the patient and caregiver centered culture, and local market focus that drove consistent "Same Store" EBITDA growth. Strong surveys, exceptional QI programs, and great referral source relationships were commonplace; with exceptional retention rates at the local, area, and regional leadership levels.At Fundamental, during tenure, leadership launched an acquisition program, that resulted in 30 SNF's acquired during tenure. Thanks to operational improvements ,post-integration, a 12 month look back on each SNF showed significant reductions in the EBITDA multiple paid..As of June 2019, the CEO, CFO, and COO that were hand-picked as part of the succession plan in October 2009, remain in place.
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  • Trans Healthcare, Inc.
    President And Chief Executive Officer
    Trans Healthcare, Inc. Jun 2004 - Mar 2006
    Trans Healthcare, Inc. (“THI”) was a GTCR backed $1.25 billion diversified Post-Acute Care Services Provider (Approximate Revenue mix in 2006 was: $900 million- SNF; $150 million LTAC; $100 million-Home Hospice; $50 million-Outpatient Therapy)As of 2006, THI employed over 25,000 employees who together:  Cared for 23,000+ patients a day Operated in 23 States, serving 125+ payers/programs In total, served 145+ local marketsWas originally recruited to the EVP & CFO role at THI after the Company was under contract to acquire the $1 billion+ Integrated Health Services operating Company. An entity 3X the size of the $250 million THI existing platform. Once in CFO role of the combined post-acquisition entity (for 6 months), was approached to assume the President and CEO role, and address lagging operational performance on the old THI (non-IHS) operations, a restatement of old THI (non-IHS ) historical financials, and multiple covenant defaults on old THI as well.Over 2+ years built a team that improved operations, re-negotiated covenants, and worked to structure a complicated “unwind” and restructure of old-THI. This included selling the “IHS Opco” to the investor group that owned most of the IHS SNF real estate. This ”unwind” was all accomplished outside of Bankruptcy; and with both entities growing EBITDA, improving care quality, and keeping the workforce engaged amid innumerable distractions.This turnaround team came to Fundamental with me, and runs that Company to this day.
  • Trans Healthcare, Inc.
    Executive Vice-President And Chief Financial Officer
    Trans Healthcare, Inc. Sep 2003 - Jun 2004
    SEE DESCRIPTION UNDER TRANS HEALTHCARE CEO ROLE
  • Integrated Health Services, Inc.
    Executive Vice-President & Chief Financial Officer
    Integrated Health Services, Inc. Apr 2001 - Sep 2003
    In 1998, post the acquisition of the nation’s largest Medicare Home Health Company (First American Homecare), one of the nation’s top 3 providers of Home Oxygen & DME (Rotech Medical); and a top 10 SNF /Sub-acute competitor (Horizon SNF Portfolio) IHS was the largest post-acute care provider in the nation. At that time the Company employed over 100,000 team members who together: * Cared for 125,000+ patients a day* Operated in 46 States, serving 1000+ payers/programs * In total, served 1900+ local markets.* Operated the following business lines:* Skilled Nursing Facilities/Sub-acute Units ($2.4 billion in Revenue)* Healthcare Staffing* Skilled Medicare Home Nursing ($500 million + in Revenue)* Home Oxygen & DME ($450 million + in Revenue)* Contract Therapy* Outpatient Therapy Clinics* Mobile Diagnostic* Home Hospice ($50 million +)* Lithotripsy* Physician Practice Management* Inpatient GeroPsych (pilots/very limited)In addition, IHS had previously operated an Assisted Living Division (that had been “spun out” in an IPO) & an Institutional Pharmacy that had been sold to Capstone/Pharmerica. Then, post the (BBA-1997) & (BBRA-1999) IHS’S Medicare reimbursement in its two largest divisions (SNF & Home Nursing) was decimated, cutting cash flow severely, and forcing the Company to seek Chapter 11 protection. IHS was not alone, however, because 5 of the 7 largest post-acute care chains all filed for Chapter 11; with total Medicare HH agencies going from 10,570 in 1997 to 6909 in 2002. When Integrated’s Chairman & CEO was removed in 2001, a CEO from the restructuring firm of Alvarez and Marsal was appointed. Within three months was promoted from CFO of the $2.4 billion Long Term Care/Post-Acute Division, to CFO of the parent Company. Together with A&M, and the rest of tenured IHS leadership, increased the value of the Company by $700 million from 2001 until sale in 2003.
  • Integrated Health Services, Inc.
    Executive Vice President & Chief Financial Officer-Long Term Care/Post-Acute Division
    Integrated Health Services, Inc. Jan 1998 - Apr 2001
    In 1998, asked for the opportunity to work in an operational CFO roll under a very talented President of IHS's $2.4 billion LTC Division. This leader understood both operations, as well as the intricacies of the new SNF -PPS reimbursement model. For nearly three years learned from, and partnered with the President of the LTC Division, and other outstanding IHS operators to run scenarios, and re-invent care delivery models in anticipation of PPS changes. This experience was the "cross over" role needed to prepare for future President & CEO roles.Additionally, in November 1999, with the impact SNF PPS (BBRA-1999) now clear; it became evident that IHS was going to be forced into Chapter 11 protection. Moreover, because IHS's Chairman had "sugar coated" the estimated impact range of SNF-PPS with investors ( intentionally ignoring the range provided by the internal forecasting team 6 months earlier) ; they wanted the Chairman and all of senior leadership "thrown out", sight unseen. For the creditors, this effort was spearheaded by PWC billing $70,000 a day for 45 days, and forensically going through every aspect of the Company's Accounting, as well as questioning complex JV accounting, and assuring that the many related party transactions spearheaded by the Chairman were disclosed in all SEC filings. In November 1999 was appointed the single lead/point of contact between IHS, and PWC/Creditors. Over the 45 day forensic exercise, PWC found no accounting issues, SEC pre-review of complex JV's; and pristine disclosure of every related party transaction. Moreover, PWC learned that the team had in fact provided the Chairman an accurate range of PPS Impact (that the Chairman had ignored). The internal control and reporting structure built in 1991-1992 (using the COSO framework) had held strong against growth from $143M to $3.6B in revenue, and through 200+ acquisitions. Was thus promoted to CFO of parent as soon as the new CEO from Alvarez & Marsal was appointed
  • Integrated Health Services, Inc.
    Executive Vice President & Chief Accounting Officer
    Integrated Health Services, Inc. Jan 1996 - Jan 1998
    Since its founding in 1986, the CFO role at IHS had been split between an EVP-Finance, and the EVP-Chief Accounting Officer. So when promoted to the EVP-CAO role in 1996, became the largely outwardly facing CO-CFO of a $1 billion+ publicly traded company. In this role was presenting 75% of the financial portion of analyst calls, board meetings, rating agency presentations, as well as when acquisitions were funded with equity (and DD was thus performed on IHS). Also was a key team lead on acquisition DD for entire tenure, but began to also focus on integration as volume of deals escalated, and existing integration team was becoming overwhelmed.Also retained responsibility for all of the SVP-Corporate Controller Responsibilities; including billing & reimbursement (but promoting others to directly lead). Over 8 years, IHS raised well over $5 billion in public debt and equity, as well as a $2.4 billion syndicated revolver to fund over 200 acquisitions across 20+ business lines. It is estimated that 1/4 to 1/3 of that activity happened during this time. As a result, over this time, IHS encountered 2 in depth SEC reviews, which were lead by the CAO, and encountered no issues.Lastly in 1997, with the passage of the BBA, Home Healthcare reimbursement was decimated; and it had also become apparent that the BBRA would do the same to SNF's. As a result, built modeling team that worked with ops and clinical to prepare the estimated impacts, and then track a zero based budgeting process that was intended to mitigate the bottom line impact by re-inventing all regional and corporate support.
  • Integrated Health Services, Inc.
    Senior Vice President-Corporate Controller
    Integrated Health Services, Inc. Oct 1992 - Jan 1996
    Retained oversight of all Assistant Corporate Controller functions, but built teams to run those functions...and was now added to the team on all quarterly analyst calls, roadshows, board meetings, and rating agency presentations. In this roll, was responsible for providing all historical results as well as forecasts to senior leaders in advance of calls/meetings, as well as anticipating FAQ'S and providing draft answers. Also began to work with Government Affairs team to use quality and cost data for Federal and State lobbying efforts. Traveled with Chairman to present cost an quality data to senators, congressmen, staffers. Also worked as liaison between internal quality and cost team; and field based operations clinical teams to assure that the story our data told, was in fact accurate. Additionally, continuously drove improvement of internal control environment once Treadway Commission triggered COSO framework. COSO has been guide for entire career, and has guided 4 teams to build great Enterprise Risk Models.Lastly was part of cross functional team that drove conversion to fully integrated PeopleSoft A/P, Payroll, G/L.
  • Integrated Health Services, Inc.
    Vice President-Asst.Corporate Controller
    Integrated Health Services, Inc. 1991 - 1992
    Integrated Health Services, Inc.(IHS) was founded in 1988 with Venture Capital backing from New Enterprise Associates. Since IHS was a KPMG client; seized opportunity to join this high growth & innovative Company. Responsibilities of role included: * Using experience gained working on an IPO, secondary offerings, and 10q's/10k's at KPMG to build internal SEC reporting team. * Evaluating internal control environment; "suring it up", and building an accounting shop capable of handling both rapid organic and acquisition related growth. * Suring up activity based costing model, and cross walking it to clinical measures by patient that would be used to prove to HCFA/CMS that IHS could provide high quality care at 1/3 cost of acute care hospital. * Evaluate all key accounting policies and assess appropriateness of application. * Build a flexible forecasting model that "rolled up" by business segment, calculating through fully diluted EPS, and then used used for analyst guidance.
  • Kpmg Us
    Supervising Senior Accountant
    Kpmg Us Jul 1987 - Oct 1991
    New York, Ny, Us
    Progressive promotion from Staff Accountant in 1987 to Supervising Senior Accountant in 1991. As Supervising Senior, lead the audit of a publicly traded, multi-billion specialty retailer; and one of the nation's largest Medical Research Universities. Trained on s/2190, a proprietary software that allowed KPMG to access client database, and write unique reports not available from the client. Was also an intern from 1984-1987, while attending Loyola, Recruited after Freshman year.
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Brad Bennett Skills

Leadership Restructuring Medicare Quality Of Care Inpatient Care Doj/deferred Prosecution Agreements Home Care Oig Corporate Integrity Agreements Healthcare Finance Strategic Planning Turnarounds Managed Medicaid Public Companies Snf's Corporate Wellness Regulatory Compliance Ltac's Governance Transitional Care Private Equity Culture Due Diligence Population Health Relay Venture Capital Mergers And Acquisitions Hedge Funds Healthcare Staffing Hospitals

Brad Bennett Education Details

  • Loyola University Maryland
    Loyola University Maryland
    Accounting

Frequently Asked Questions about Brad Bennett

What company does Brad Bennett work for?

Brad Bennett works for Mga Homecare

What is Brad Bennett's role at the current company?

Brad Bennett's current role is Chief Executive Officer-MGA Homecare & Chairman/Co-Founder Upward Health.

What is Brad Bennett's email address?

Brad Bennett's email address is w.****@****tes.com

What schools did Brad Bennett attend?

Brad Bennett attended Loyola University Maryland.

What skills is Brad Bennett known for?

Brad Bennett has skills like Leadership, Restructuring, Medicare, Quality Of Care, Inpatient Care, Doj/deferred Prosecution Agreements, Home Care, Oig Corporate Integrity Agreements, Healthcare, Finance, Strategic Planning, Turnarounds.

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