Arthur Grimberg
Ocoee
Summary
Dynamic, self-motivated healthcare executive offering domestic and international experience in strategic planning; supply chain; information systems; design, development, and implementation of software and business solutions; finance; budgeting; and P&L management. Demonstrated success in an extensive range of business processes including purchasing, distribution, project management, productivity, cost reduction, accounting, revenue cycle, and revenue enhancement. Consistently recognized for superior business acumen, innovative problem-solving skills, ability to build highly effective teams, effective negotiation skills, and collaborative leadership style. Passionate about leading the organization through significant and sustainable improvement resulting in operating margin growth, greater efficiencies, increased employee and patient satisfaction, and increased productivity. Enhances organizational culture to improve overall performance. An outstanding communicator who demonstrates excellent interpersonal skills in all types of environments and with people of different cultures.
Overview
29
29
years of professional experience
Work History
AVP/COO Surgery Center Operations
Orlando Health, Inc. – Ambulatory and Post-Acute Services
01.2024 - Current
- Company Overview: Ambulatory and Post-Acute Services includes the management of 7 surgery centers in the Orlando area. 5 of these surgery centers are multi-specialty and 2 are Gastrointestinal centers.
- Provide leadership to 5 direct reports in managing day-to-day operations of 7 surgery centers including: quality and patient safety initiatives, physician, patient satisfaction, and employee satisfaction. Identify opportunities for cost savings initiatives, operational efficiencies, and ensuring key performance metrics are met. Implementation of new procedures and service lines. Managing partnership and physician relationships. Analyze and identify opportunities for implementing operational efficiencies with the Centralized Billing Office and corporate offices. Identify, assess, and develop new opportunities of expansion and growth.
- Key Achievements:
- Analysis, Design and Implementation of Centralized Business Office (CBO) functions.
- Reduction of staff turnover and improve staff retention rates.
- Selection of new employee benefits provider
- Syndication of ASCs: Physicians Surgical Care Center and Orange Avenue Surgery Center
- Implementation of new service lines
- Implementation of MedServe, pharmacy/medication cabinets
- Implementation of SensoScientific, Temperature, Humidity, and Air Pressure remote monitoring
- Completion and Accreditation of new ASC: Winter Garden Surgery Center
Vice President, Operations
HCA East Florida - Ambulatory Surgery Division (now Surgery Ventures)
01.2019 - 01.2024
- Company Overview: The East Florida Ambulatory Surgery Division includes 11 surgery centers: 5 in Miami-Dade, 2 in Broward, 3 in Palm Beach, and 1 Treasure Coast. Of these surgery centers, 9 are multi-specialty centers and 2 Gastrointestinal centers.
- Responsible for 11 Ambulatory Surgery Centers in East Florida across 4 counties. Provide leadership to 20 direct reports in managing day-to-day operations of the 11 surgery centers including: quality and patient safety initiatives, turnover time, physician and patient satisfaction, and employee satisfaction. Responsible for a budget of $25MM in EBITDA. Identify opportunities for cost savings initiatives and growth through recruitment of new physicians, implementing new procedures, and increasing volumes. Managing partnership and physician relationships. Ensuring labor productivity metrics are met in the 11 surgery centers. Analyze and identify opportunities for implementing operational efficiencies between surgery centers and the Centralized Billing Office and other areas for operational efficiency. Implement and monitor labor productivity and manage performance to metrics.
- Key Achievements:
- Implementation of a Total Joint Replacement Service Line
- Implement Peripheral Vascular Service Line
- Surgical Case Time Capture Toolkit
- Enhanced Quality and Patient Safety Program, 7 AAAHC with no deficiencies
- Implement Cost Savings Initiatives in Linen, Contracted Services, Supplies, and Equipment
- Staff rightsizing
- Improve Physician Satisfaction from 82% to 88%
- Improve Employee Satisfaction from 73% to 89%
Supply Chain - Chief Operating Officer
HealthTrust Supply Chain Solutions (HCA Mountain Division)
06.2015 - 06.2018
- Company Overview: The Mountain Division of Hospital Corporation of America, Inc (HCA) includes 8 hospitals and a distribution center in Utah, 2 hospitals in Idaho, and a hospital in Alaska. HealthTrust Supply Chain Solutions encompasses the management of all supply chain activities in collaboration with hospital and division leadership and performance improvement teams.
- Provide strategic leadership to 13 direct reports in supply chain initiatives and operations for 11 hospitals and 1 distribution center, across 3 states (Alaska, Idaho, and Utah), including support services (Laundry and linen, food services, and EVS), warehousing and logistics, hospital supply chain, Operating Room and Cath Lab/IR inventory management and supply chain activities, and physician preference items selection and contracting. Develop strong relationships with key stakeholders, including hospital and divisional leadership (CEO, CFO, COO, CNO, CMO), physicians, and clinicians to identify and implement cost savings opportunities, quality and operational excellence. Areas of focus include Operating Room, Cath Lab/IR, nursing, and critical care departments, pharmacy, and support services (food and nutrition, environmental services, laundry and linen, facilities management, and clinical engineering). Lead clinical resource management and contracting initiatives. Coordinate transactional processes, purchasing and accounts payable, together with the Chief Financial Officer to ensure optimal transactional operations. Identify and implement continuous improvement opportunities. Manage the facility supply chain metrics to ensure operational performance is met.
- Key Achievements:
- Implement a Culture of Service, Operational and Financial Excellence
- Implementation of Pharmacy Distribution, savings of $1.2MM annually
- Improve Inventory Management Compliance, reduction of obsolete and expired inventory
- Cath Lab/IR Materials Management Program in 4 facilities, generating savings of over $2MM
- Improved management of Food and Nutrition, Laundry and Linen, and Biomedical Engineering services
- Food spend savings of over $400K in 2017 and Linen Standardization program
- Provided guidance and support to ancillary services, including EVS, Laundry and Linen, Biomedical Engineering, Plant Ops, Cath Lab, Surgical Services
- Supply Expense savings exceeding $8MM in 2017, over $9MM in 2018
- Leadership development and financial training
Vice President, Materials Management (PPHS)
Phoebe Putney Health System (PPHS)
01.2007 - 10.2014
- Company Overview: 4 hospital health system in Southwest Georgia, with two convenient care centers, home health agency serving 16 counties, 18 bed inpatient hospice facility, physician hospital organization with 250 employed physicians. Revenue of $1.3 billion.
- After less than 2 years as Budget and Finance Information Manager promoted to Director of Applications and Clinical Informatics, and afterwards promoted to the role of Vice President, Materials Management after 2.5 years. Provided strategic leadership to a team of 8 direct reports and 45+ employees in all supply chain operations, including Purchasing, Clinical Resource Management, Supply Distribution, Print Shop, Mailroom, and the Logistical Support Group. Effectively develop, interface and build collaborative relationships with physicians, clinicians, executives, and key stakeholders. Design, develop and implement initiatives to build a sustainable, world class supply chain with a focus on clinically acceptable and cost-efficient products and services. Develop the supply chain strategic plan, identify consolidation opportunities. Coordinate the negotiation efforts with physicians to reduce the cost of physician preference items. Prepare hospital and health system statistical reports; track KPI’s. Assumed key role in analyzing and identifying product selection based on knowledge of market trends and financial information. Prepared complex business cases including return on investment analysis for new procedures and services. Analyzed product conversion impact on revenue and costs. Ensure compliance of contracts and pricing agreements. Standardize supplies and services throughout the health system. Work with compliance and legal leaders to ensure compliance with federal and state programs, and internal policies and procedures.
- Key Achievements:
- Led the organization to realize annual operating cost savings of $15+MM (commodity products, services and physician preference items)
- Instrumental in capital expenditure cost savings of $16+MM
- Developed and implemented the first Clinical Resource Management and Value Analysis Teams and process resulting in cost savings of $5MM
- Led the product selection and implementation of eProcurement and Virtual Item Master platform (GHX) to centralize the procurement function from 3 distinct materials management information system platforms (Meditech 5.6, Meditech-HCA, and McKesson’s PMM)
- Converted new facility to PPHS products/contracts in less than 90 days; $300+K in excess inventory was identified and returned/exchanged; implementation of Intellishelf point of use system enabled the facility to capture gross charges for supplies of $3+MM annually
- Led the selection and conversion of Regional GPO (Partners Cooperative) resulting in cost savings of $5.8MM in the first 30 months
- Active role in construction and opening of new Phoebe Sumter Medical Center.
- Developed and implemented 5-year strategic plan for the supply chain operations
- Implemented point of use supply system (Par Ex weight-based system), main campus, achieving 95% compliance rate for charge capture and 100% compliance rate for inventory control
- Converted pharmacy distribution (ASB to McKesson) resulting in annual cost savings of $400K
- Selection and implementation of Meditech EMR.
- Provided leadership to enhance the operations of Plant Ops., EVS, Food and Nutrition, and Laundry and Linen
- Management and turnaround of furniture distribution company, achieving profitability within the first year.
Controller
Integrated Regional Laboratories (HCA, Inc)
10.2004 - 12.2006
- Company Overview: Diagnostic Testing (Laboratory & Healthcare Services) Revenue: $ 90 million
- Supervise the Finance and Materials Management Departments, including tax and payroll functions. Prepare and submit monthly variance report to Division leadership, monthly Balance Sheet Review Guide, Monthly Financial Certification, Quarterly Sarbanes Oxley Certification, and Bi-annual Internal Control Questionnaire for submission to the East Florida Division. Prepare financial reports for senior management. Assist with internal audits. Improvement of accounting and purchasing processes. Prepare annual operating and capital budget.
- Key Achievements:
- Achieved over 5% cost reduction of supplies (annual reduction $1MM)
- Improved monthly departmental financial statements
- Consolidated purchasing for 13 rapid response Labs
- Consolidated accounts payable to centralized services
- Consolidated payroll to centralized services
- Implemented Patient Service Center profitability models
Sr. Financial Analyst
Quest Diagnostics, Inc.
01.2002 - 01.2004
- Company Overview: Diagnostic Testing (Laboratory & Healthcare Services) Revenue $ 5.6 billion (yr 2003) NYSE: DGX
- Supervise the Finance Department of the Puerto Rico Subsidiary, including Billing, Accounts Receivable, Tax and Payroll. Budget and forecast preparation and analysis; prepare financial reports for senior management; assist internal and external auditors, including certification for the Sarbanes Oxley Act. Improved accounting processes and reporting/preparation of monthly and year end accruals. Month and year end closing and account reconciliations.
- Key Achievements:
- Implemented detailed budget using PeopleSoft Financials
- Financial Team Lead for the design, development, and implementation of new lab and billing application for Puerto Rico subsidiary
- Assessed acquisition of retail lab in Puerto Rico
- Performed overtime tracking and reporting
- Developed price per requisition variance analysis
- Developed cost of testing and expense analysis.
Finance Manager
Merck, Sharp & Dohme Argentina, Inc.
01.1997 - 01.2001
- Company Overview: Pharmaceutical Company - Subsidiary of Merck & Co., Sales: $ 47.7 billion in 2001; NYSE: MRK
- Managed a six-person team in two areas: Accounts Payable and Financial Customer Services. Perform financial analysis of budget and forecast for the sales and marketing departments. Implemented the accounts payable and purchasing modules of JD Edwards. Responsible for month and year-end accruals. Assess training needs for sales representatives on items related to the department. Restructure the materials management department, create new policies and procedures and develop the role of the department within the organization.
- Key Achievements:
- Restructured the materials management department, including implementation of JD Edwards purchasing module.
- Developed contracting and bidding process.
- Implemented policies and procedures related to sales and marketing, accounts payable, etc.
- Reduced the annual operational costs of the organization by $230K.
- Reduced the operating expenses of the department by 20% (over annual expenses of $500K).
- Improved processing time for a wide variety of procedures, including expense reports, accounts payable, and promotional events.
Education
Master of Project Management - undefined
Keller Graduate School of Management
08.2009
Master of Business Administration - undefined
Keller Graduate School of Management
10.2008
Bachelor of Science Technical Management - Project Management
DeVry University
10.2007
Bachelor of Business Administration - Marketing
University of Buenos Aires
12.1995
Skills
- Visionary Leadership
- Strategic Business Planning
- Sustainable Cost Improvement
- Detailed Analytical Skills
- Innovative Problem Solving
- Strong Negotiation Skills
- Developing Highly Effective Teams
- Project Management
- Customer Service Orientation
- Operations management
- Corporate communications
Accomplishments
- Implemented a centralized business office (CBO) which led to timely billing (from 10 days to under 4 days), improved collections (from 92% to 98%), and reduction of bad debt (from 4% to 2%).
- Collaborated with team of 12 in the successful opening of new surgery center, Winter Garden Surgery Center
- Achieved 88% Physician Satisfaction score, from 82%, by improving room turnover time, on time starts, and improved financial results, with accuracy and efficiency.
- Documented and resolved ED charge capture issues which led to $3MM in annual net revenue increase.
- Achieved 99% inventory fill rate in clinical areas by implementing Weight-based supply management system.
- Achieved 80% reduction in hospital room down time, through effectively helping with Plant Ops and EVS, in eliminating downtime related to furniture and equipment issues and cleaning of rooms.
Affiliations
- American College of Healthcare Executives, Member since 2012
- Council of Supply Chain Executives, 2011 - Present
- AHRMM, Member since 2012
- VHA Supply Chain Affinity Group, Member 2011-2014
- VHA Supply Chain Affinity Group Executive Committee, Chair 2013-2014
- VHA GA Materials Management Council, Member 2011-2014
- Albany State University, College of Business Advisory Board, Member 2014.
Training
- Harvard Negotiation Institute, Deal Set-up, Design and Implementation, June 2012
- ASCA Conference 2024
- FSASC Conference 2023, 2024
- HealthTrust University 2015 - 2017
- AHRMM Conference 2012, 2015, and 2017
- VHA Navigating to Excellence Conference, April 2014, Las Vegas, NV
- VHA Leadership Forum, April 2012, Denver, CO
- HIMSS Conference, 2009-2011
- CPOE Workshop, October 2009, Nashville, TN
- Forum, Leadership Development Program, July 2001 - Mexico DF, Mexico
- Forum, Leadership and Influence, November 2000 - Buenos Aires, Argentina
Languages
Spanish
Native or Bilingual
Timeline
AVP/COO Surgery Center Operations
Orlando Health, Inc. – Ambulatory and Post-Acute Services
01.2024 - Current
Vice President, Operations
HCA East Florida - Ambulatory Surgery Division (now Surgery Ventures)
01.2019 - 01.2024
Supply Chain - Chief Operating Officer
HealthTrust Supply Chain Solutions (HCA Mountain Division)
06.2015 - 06.2018
Vice President, Materials Management (PPHS)
Phoebe Putney Health System (PPHS)
01.2007 - 10.2014
Controller
Integrated Regional Laboratories (HCA, Inc)
10.2004 - 12.2006
Sr. Financial Analyst
Quest Diagnostics, Inc.
01.2002 - 01.2004
Finance Manager
Merck, Sharp & Dohme Argentina, Inc.
01.1997 - 01.2001
Master of Project Management - undefined
Keller Graduate School of Management
Master of Business Administration - undefined
Keller Graduate School of Management
Bachelor of Science Technical Management - Project Management
DeVry University
Bachelor of Business Administration - Marketing
University of Buenos Aires