Project Description

Robert W. Kirk FACMPE

Principal

Provider Network President, Chief Executive Officer, Chief Operating Officer, Division Vice President, and Healthcare Consultant with repeated successes growing and transforming provider organizations in various healthcare settings.

Robert has proven ability to analyze organizational structures, operations, markets, relationship opportunities, and implement strategic and tactical initiatives to improve operating efficiencies; provide high quality and world-class patient services and outcomes; and enhance patient, staff, and provider satisfaction while growing top-line revenues and maximizing bottom-line profits and EBITDA.

He has extensive experience with performance improvement and turnarounds, cost and share services allocation, ROI and financial improvement analysis, and a working knowledge of cost accounting and financial reporting. Robert has worked with a variety of physician organizations, clinical service lines within academic medical centers, integrated delivery systems and community-based healthcare providers.

His strong qualifications allow him to bring extensive knowledge, expertise, and experience to provide solutions for your organization.

Strengths

An Industry-recognized provider with demonstrated success transforming the healthcare business model. Adept at growing provider entities via comprehensive organizational and process analysis, patient-centered policy, strategic planning, and attention to market and community relationships. Committed to sound business practices, optimal patient experiences, and exemplary staff leadership.

Expertise

  • Interim COO for a private equity-backed national dermatology medical group with approximately $120M in revenue.
  • Interim Chief Transformation Officer of a Critical Access Hospital (CAH).
  • Interim COO of a 700 plus provider, multispecialty AMC Faculty Practice Plan.
  • Interim COO of an integrated healthcare system multispecialty group of 350+ providers.
  • President of health system’s ambulatory and hospital-based medical practices.
  • CEO of a private physician-owned multispecialty medical practice of 250+ providers.
  • Divisional Vice President responsible for approximately 600 plus providers within a large integrated health system.
  • Served as project leader for multiple engagements of various sizes and types for operational assessments, implementation, and strategic engagements; call center assessments and implementation; EHR conversions and implementation; and quality program design and build.
  • Served as the optimization leader for a multi-million-dollar, risk-based and fixed-fee 24-month project resulting in a $20M financial benefit.
  • Transformed a multispecialty medical group within an integrated healthcare system resulting in 21% or $20M growth in gross revenues, increased cash collections by $5M, and improved EBITDA in less than 12 months.
  • Grew EBITDA of a large independent multispecialty medical group by 23% year-over-year.
  • Re-engineered 235+ physician multispecialty medical group, delivering 6 plus year cumulative bottom-line profit of $1.3M EBITDA. This was accomplished by increasing the number of physician partners by 124%, restructuring revenue cycle operations, driving top-line revenue growth by 233%, and building five new facility destination centers with a focus on patient throughput and ancillary services.
  • Worked on behalf of a private equity firm to create the nation’s largest oral maxillofacial surgical company at the time. Built the infrastructure to support corporate operations and supported the initial IPO.
  • As the AMC Faculty Practice Plan operation’s executive, led activities of self-directed medical teams for clinic operations in multiple specialties and subspecialties to improve patient access and flow, and operating systems; managed the Information Technology department; led the conversion of multiple software platforms and established a Help Desk; designed and implemented the reorganization of the clinic management structure; reorganized the Management Systems Engineering department; and oversaw the administrative team for surgical, medical subspecialty clinics, as well as the AMCs dental clinics.
  • Led the conversions for several medical groups to new electronic health record platforms.
  • Led numerous redesigns of administrative and physician leadership, and governance structures.
  • Led a Demand Management Initiative for a large integrated health system.
  • Implemented and administered numerous compensation programs for physicians and mid-level providers, pharmacists, social workers, diabetic educators, administrative and office staff, as well as upper and middle management.
  • Developed a system-wide concierge/executive health program; the first of its kind in the healthcare system.
  • Directed development and day-to-day management of the medical center’s hospitalist team.
  • Ambulatory Healthcare Subject Matter Expert on Numerous Large Platform Engagements
  • Cost Allocation Assessment between a large multi-specialty medical group and the parent integrated health system. Developed new survey tools and benchmark materials.
  • Led a Market Analysis engagement for a multi-state payor organization.
  • Led a Valuation engagement representing an orthopedics medical group in the negotiations with a local health system.
  • Led a multi-state provider network strategy engagement for a national payor organization.

Education & Affiliations

Robert holds a Bachelor of Business Administration degree, with a major in Accounting and a minor in Business Management.  He also has a graduate-level Credential of Advanced Studies of Healthcare Administration, Carlson School of Management from the University of Minnesota.  He is a Board Certified and a Fellow of the American College of Medical Practice Executives. Robert is an active member of the Medical Group Management Association, Healthcare Financial Management Association, and National Society of Certified Healthcare Business Consultants.

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