To pursue an administrative leadership position which provides the opportunity to redesign care delivery and business processes to move into a population disease management model of healthcare, while continuing to practice interventional and or general cardiology.
Values and Beliefs
My personal values center around integrity. My agenda is to be an integral part of the transformation of healthcare delivery in our community while supporting my family, care delivery partners, and Summa Health System. I seek out responsibility, personal development, and stress cooperation and transparency in all aspects of my life.
My belief is honesty, transparency, dedication to patients, and service to those that care for them, are imperative to facilitate the evolution to population disease management in a collaborative, coordinated care delivery system. I believe this is the future of healthcare delivery and I want to be an integral part of the transformation. I want to be part of designing and implementing the care delivery system our children will be proud to access.
Experience: Clinical Leadership
Northeast Ohio Cardiovascular Specialists, Inc. (NEOCS)
Co-Chairman 2007 – March 2015
- Founding co-chairman involved in driving the merger of the two predecessor competitive groups, Akron Cardiology (ACC) and The Heart Group (THG).
- I learned, on the job, managing and leading are two different things. Autonomous, highly trained physicians are difficult to manage. Leading them can be accomplished by example (great patient care), honesty, integrity, transparency, and being fair.
- Negotiated sequential contracts (2007, 2012) moving 22FTE Cardiologists into a leased, and then full employment model with Summa Physicians, Inc.
- I learned we have a great group of physicians, who practice good medicine, but are not engaged in moving the Summa Cardiovascular Institute (SCVI) forward. Many continue to pursue protectionist paths to silo their practice of medicine in an evolving medical delivery system, which is reorienting to provide population disease management. This represents a great challenge for me to work to transform their culture and preconceived ideas about our evolving care delivery system.
- My participation in the negotiations illuminated my honesty and intent to move the NEOCS group into a position of accountability and population disease management, which several influential physicians were not ready to accept.
- The transparent position and my support of the contract ultimately lead to me not being named the President of the (SCVI), a job I had spent 3 years preparing to undertake. I did not lose my focus and continue to work, via alternative pathways, to move the CV service line into an accountable, collaborative, population disease management model of care.
- These negotiations highlighted some of my strengths (consensus building) and weaknesses (emphasis on consensus at the expense of timely decision making).
- Leader on the Exec Committee to Design the SCVI (2011 – 2014)
- I developed an ability to appreciate emotional intelligence of stakeholders with various backgrounds – clinical, hospital centric administrators, and professional facilitators. This skill set continues to be instrumental in my ongoing work as a physician leader and evolving administrative responsibilities for the Summa Health System.
- The development of the SCVI coincided with my MBA program and served as fertile case study material.
- Medical Director CV services SWR SHS (2010 – present)
- I learned to recognize talent in clinical support staff and worked to help the staff grow by supporting Matt Genet, RN as he worked as the Chest Pain Center coordinator. The multi-disciplinary team was successful and was nationally recognized as an accredited Chest Pain Center.
- I learned it requires a lot of time and effort to drive change in physician habits and care patterns. Care pathways and order sets were developed and deployed which were ignored. I learned to over communicate in an attempt to educate and build consensus. I learned to coordinate administrative support with physician and clinical staffs with care redesign. I learned to work within the medical staff governance structure to mandate care redesign compliance.
- The Summa Barberton Hospital Critical Care Committee is a learning experience with multi-disciplinary clinicians, with sometimes competing financial interests, being brought together to “up-grade” the ICU / CCU at Barberton hospital to SHS standards.
- I learned how to stand firm on my principals and beliefs when faced with disruptive physicians demanding sup-optimal alternative treatment options for shared patients. It costs the system and me referrals to uphold the appropriate use criteria for interventions, but I know it was the right thing to do. I believe it will be reviewed as a better decision than the alternative volume driven option. Decisions need to be made with what is best for the individual patient and the population as a whole. We are entrusted to provide the right care, at the right time, and in the most efficient model.
- In 2013 and 2014, I participated in a detailed evaluation and care redesign program as part of a Camden Group led bundled payment project for percutaneous revascularization. Although the project was eventually abandoned due to financial constraints, we learned, as a team, to use lean six sigma tools to redesign our care models.
The Heart Group, Inc.
President (2001 – 2007)
- Negotiated the merger ACC and THG to form NEOCS. This was a difficult negotiation (2006 – 2007) with strong personalities and competing interests on both sides.
- Through the process I started to develop an ability to discern emotional intelligence of the participants and an appreciation of my deficiencies in leadership skills and finance. This prompted me to further my education by self-study and ultimately completed my MBA in 2012.
- Developed the advanced practice nursing program with The Heart Group, Inc. (1999). This was an original deployment of Advanced Practice Nurses in the private CV practice. Roadblocks were negotiated with the patients, RN staff, and physicians to develop a successful patient centered program that exists today. I learned how to listen to concerns and address them with education and acceptance that some people will not accept change and new models of care. We moved forward and developed a model, which continues today in NEOCS.
- QI CV committee chair AGMC (1998 – 2002)
Setup the first CV Quality Improvement committee at AGMC and learned quality initiatives and multi-disciplinary team management.
- Medical Director Interventional Cards and Cath lab AGMC (1991 – 2008)
I developed skills for evaluating physician and clinical staff performances, and skills in managing physician input for purchasing supplies.
- President Summa Cardiovascular Institute (5/2015 – present)
- Learning to address the SCVI chain of command challenges
- Leading as a servant to those working with me to redesign the care delivery for the SCVI
- Breaking down silos of care delivery
- Collaboration with the Summa ACO, New Health Collaborative
- Leading initiatives to design population health tactics for Cardiovascular specialists
- Chairman Summa Health System Care Delivery Board (1/2015 – 5/2015)
- I am actively learning how to refocus a board searching for an identity in an evolving delivery system.
- Summa Health System is transforming our system strategy to a care delivery system focused on population disease management. We need a vehicle for bidirectional communication to educate the communities and healthcare providers we serve. We must engage clinicians, administrators, and community leaders to communicate care redesign and facility alterations. This will require communication skills, a passion for the strategy of population disease management, and a commitment to a cultural evolution. I feel uniquely positioned by my personal skills developed in my previous leadership roles, professional respect for my clinical skills, positions on various boards, as well as my MBA training, to be instrumental in this transformation.
- Baldwin Wallace University, MBA Advisory Board, 2014
- Governor’s Office of Health Transformation
- Clinical Advisory Group PCI
- Governor’s Office of Health Transformation, January 2014
- Summa Health System Board of Directors (2012 – present)
- I have served on the SHS Board and the Committee on Governance since the new governance design was adopted in 2012. I learned about board structure, responsibility, functionality, governance design, and political tactics. We worked through a CEO change, the dissolution of a JV with the orthopedic surgeons, and we are currently addressing a continuous evolving minority partnership with a group of physicians in a physician owned hospital.
- The SHS board consisted of 5 representatives from our minority partner Mercy Health. Exposure to their culture and governance style is a learning experience and has helped me to mature my leadership skills. The mentoring I received from the previous and current Chairs of the board has taught me how to reflect on my performances at the board level and how to seek out constructive criticism to improve. I have also realized I can bring value to the board and our system. I recognize I have to work to constantly improve my skills and with exposure to leaders on the board, I have a rich learning environment.
- New Health Collaborative Executive Board of Directors (ACO) (2010 – present)
- I am an original member of the board (2010). I also chair the NHC Finance Committee.
- I have witnessed the evolution of the ACO. Exposure to multiple consultants, reams of actuarial cost analysis and quality data, development and build-out of clinical infrastructure, and the evolution of new payment models have been an educational experience not available in any other venue. I have been asked to speak and participate in forums on ACO development supported by Baldwin Wallace University.
- Chief Fellow Cardiology (Cleveland Clinic 1989) and Chief Resident (Akron General Medical Center 1986)
- I learned physician management skills, consensus building, and finding common ground in difficult political and personal situations.
- Boy Scouts - Eagle Scout 1972
- Achieving my Eagle Scout award taught me leadership, responsibility, self-motivation, loyalty, and integrity.
- Working with Hughes Well Drilling, Inc. (1966 – 1979, my father’s business)
- I learned to look for something to do; don’t wait to be told, take charge and seek out responsibility - I led a drilling team at age 18.
Publications and Presentations
Cardiovascular Disorders and Pregnancy
Cardiology Grand Rounds
Dynamic Left Ventricular Outflow Tract Obstruction after Aortic Valve Replacement
Cardiology Grand Rounds
Flecainide Provides Safe and Effective Therapy for Supraventricular Tachyarrhythmias
Presented American College of Cardiology
New Orleans, Louisiana
Abstract Journal American College of Cardiology
Presented Research Day Cleveland Clinic
Directional Coronary Atherectomy
Internal Medicine Grand Rounds
Akron General Medical Center
Aneursymal Saphenaous Vein Graft Presenting as an Anterior Mediastinal Mass
Catherization and Cardiovascular Diagnosis
June 1991; 24: 265
Flecainide Therapy in Patients Treated for Supraventricular achyarrhythmia with Near Normal Left Ventricular Function
American Heart Journal 1992; 123: 408
Spontaneous Coronary Artery Dissection
Northeast Ohio Universities College of Medicine
Research Day Jeffery Hershey, MD
Pseudocoarctation of the Aorta
Northeast Ohio Universities College of Medicine
Research Day William Jeffery, MD
Bilateral Functioning Veinberg Grafts: Twenty-five Year Follow-up
Chest 1997; 111: 824
Anomalous Origin of the Right Coronary Artery from the Left Anterior Descending Coronary Artery
Catheterization and Cardiovascular Diagnosis 1997; 42: 308
Antiplatlet Therapy for Palmaz-Shatz Intracoronary Stent in a Community Hospital
Northeast Ohio Universities College of Medicine
Research Day Arnil Bobidellia, MD
Retrospective Comparison of Stress Tests and Radiologic Cardiac Perfusion Studies in Patients Receiving Cardiac Catheterization
Northeast Ohio Colleges of Medicine
Colin Moorhead, MS MD
Affordable Care Act
Medical/Legal Health Care Law Summit
Cleveland Metropolitan Bar Association