Ben Sawyer, MBA

• Member of the executive leadership team, responsible for professional development, capability development, and performance effectiveness, and managing cross-organization client outcome engineering team to ensure organizational strategic priorities are achieved.
  Includes the following essential functions:
  • Establish a productive partnership with client C-suite executives and providers, leveraging technology and service capabilities to enable the healthcare organization to succeed.
  • Conduct comprehensive baseline assessments to evaluate performance relative to market best practice.
  • Align organizational solutions to health system strategic priorities and KPI’s.
  • Translate recommendations into a cogent maturity model, laying out a logical, meaningful, and credible multi-phase maturation plan for the client organization in partnership with the executive leadership team.
  • Develop a robust QBR process to track client success using strategy execution and lean operating best practices.
  • Grow value-based and referenceable client partnerships.

• Assess market and technology trends, evaluate market opportunities, and develop strategic option proposals. Included the following essential functions:
  • Primary contact with all market analyst groups (Gartner, KLAS, etc.) focused on understanding market dynamics and innovations applicable to the business interests and strategies of the company.
  • Discuss market insights and develop strategies with executive leadership team, applying insights and learnings across the operational teams to achieve growth and operational performance objectives.

• Provided the executive leadership functions of strategic planning, business organization, and oversight of recruitment, retention, and business development.
  • SOAR Vision Group is a national technology and performance excellence company, and partner of the Baldrige Foundation, committed to enabling health systems and communities accelerate short term gains while providing a Strategy Execution System framework for sustainable cultural change.
  • SOAR’s software application, PuLSE (Purpose Led Strategy Execution) is an action based SAAS application that organizes strategic priorities, orchestrated team action plans, and visualized performance results into a single, accessible source establishing an effective virtual hub that delivered immediate visualization, transparency, and mobility to organizations and teams to improve strategy alignment and organizational performance.
  • Detailed client performance results at a 360-bed hospital and regional referral center in NE Georgia included in resume.
  Organization’s COO stated: “The SOAR engagement provided us with an organizational focus and strategy around patient throughput. The education and direction empowered the front-line staff to not only get involved, but actually diagnose and develop action steps for improvements. We are a more focused and committed organization today as a result!”
  • In the population health space, SOAR provides a Community Health Without Walls dual hub delivery model ensuring that patient and resident well-being is supported through prioritized, coordinated action, and optimal use of resources.

• Developed the industry's first Hospital Operating System, a logistical control solution which enables hospitals to achieve efficient, predictable, and reliable operational performance. Solution components included: Process Engineering, Enterprise Logistics Software, supported by a Leadership Mindset & Execution Curriculum, to drive dramatic improvement in the areas of Throughput, Quality, & Experience. Sample client performance results include:
  o Annual financial contributions to EBITDA of $11.5 million.
  o Length of Stay (LOS) improved from 4.2 to 3.8 in first year.
  o Medicare CMI improvement 1.29 to 1.50 within first 15 months
  o Emergency left without treatment (LWOT) from 8.14% to 1.25% in first year.
  o Simultaneous quality of care improvement for timely and effective care, patients’ experience and readmissions and complications of care between 10 to 20%.
  • During 11-year tenure at Care Logistics served as EVP, Client Delivery Services overseeing Transformation engagements across multiple hospitals and health systems. Specifically, responsible for Transformation Engineering, Product Management, Implementation, and Support.
  • Expanded role to include Client Development responsible for client acquisition and business channel development. Expanded direct reports included Regional Vice Presidents (Sales), and Vice Presidents of Marketing, and Business Development.
  • Industry-wide hospital operational and quality and performance improvement experience provided a unique and practical basis for addressing the operational challenges local hospitals and health systems face.
  • Frequently invited by healthcare industry groups and hospital organizations to speak on best approaches to optimize patient throughput performance.

Executive Director - Performance Improvement, Rehabilitation, Wellness, & Sports Medicine Liaison to University of Georgia Athletic Association (UGAA) Responsible for:
• All performance improvement (PI) efforts at St. Mary's Health Care System, including Chairman of the monthly QPI Council, facilitating weekly Operations PI Team meetings, and establishing the infrastructure for effective PI within the organization.
• Responsible for orienting and training leaders and staff on PI approaches and uses, organizing an effective way for staff to initiate PI action, and development of the most efficient process for the organization to follow-up on those PI suggestions.
• Managing the Rehabilitation & Wellness Departments, including Physical, Occupational, and Speech therapies, Cardiac Rehab, and an 800+ member Wellness Center. Includes (see next page):
o Facilitated team and program development, preparing and managing budgets, achieving revenue and volume targets, initiating and monitoring QPI programs, and enhancing referral, customer, and community relationships.
o Built up lagging Rehab & Wellness revenues to $5.2 million.
o Year-over-year growth in Rehab volume was 18% over budget.
o Wellness Center financial performance also substantially improved under my leadership.
• Negotiated the first ever sports medicine contract between St. Mary’s and UGAA, serving as the Sports Medicine Liaison between the two organizations. Also supervised the UGAA on-site St. Mary’s athletic trainers and massage therapists, ensuring excellent customer service relations between St. Mary’s and UGAA athletes and the sports medicine staff.