Cynthia Tong

Senior leader within the Financial Advisory Services practice, responsible for leading complex business-performance and transformation engagements, managing client relationships and P&L responsibilities, and advising healthcare executives on strategic priorities, operational effectiveness, and financial performance.

• Led multiple enterprise-scale performance-improvement initiatives that generated $32M–$52M in savings, translating complex financial and operational analyses into actionable strategies and implementation plans.
• Served as trusted advisor to C-suite executives, helping leadership teams navigate strategic priorities, industry disruption, organizational effectiveness, and operational transformation.
• Directed multidisciplinary teams of up to 15 professionals, establishing priorities, accountability, performance expectations, and client-delivery standards.
• Managed engagement economics and P&L responsibilities while balancing strategic priorities, client expectations, team capacity, and measurable value delivery.
• Led organizational and culture transformation for an academic medical center, redesigning approaches to supply-chain management and improving operational effectiveness.
• Expanded executive relationships and secured continued business on expiring contracts while generating $200K in new business through demonstrated client value and trusted-advisor relationships.
• Coached and developed consultants and emerging leaders to strengthen delivery capabilities and overall team performance.

Executive leader responsible for complex healthcare transformation, financial performance, strategic planning, and M&A-related engagements. Partnered with health-system CEOs and senior executives to identify opportunities, develop transformation strategies, and drive measurable business outcomes.

• Led a $20M performance-improvement transformation for a two-hospital system, improving operating margin within six months and contributing to a successful acquisition by a larger health system.
• Directed multidisciplinary transformation engagements identifying $13M–$56M in financial opportunity, partnering with executive leadership to prioritize initiatives and establish implementation roadmaps.
• Advised health-system leadership on pre-merger strategy, assessing operational and financial synergies to inform executive decision-making and transaction strategy.
• Led complex initiatives across financial performance, operational improvement, organizational effectiveness, and strategic transformation.
• Developed and implemented the recommendations and operating approaches that helped build and expand Kaufman Hall’s Transformation practice.
• Mentored consultants and strengthened team capabilities in strategic analysis, transformation methodology, executive communication, and client leadership.

Led healthcare transformation engagements involving organizational redesign, technology optimization, shared services, operational performance, supply chain, patient throughput, and enterprise performance improvement.

• Led transformation initiatives generating $20M–$40M in identified savings opportunities for healthcare organizations.
• Redesigned the IT operating model for a health system in the Middle East, consolidating departments into a unified shared-services organization to improve scalability, alignment, and operational effectiveness.
• Developed a career ladder and succession-planning framework as part of the organizational transformation, strengthening workforce capabilities and supporting talent retention.
• Led a geographically dispersed team of analysts in India, overseeing delivery, workforce engagement, staffing capacity, management reporting, and revenue projections.
• Established recurring management reporting to provide leadership with visibility into revenue, staffing capacity, project performance, and business-development priorities.
• Governed internal strategic initiatives and supported business-development opportunities ranging from $300K–$1M.
• Served as a liaison between U.S. leadership and international teams, aligning priorities and driving execution across geographically dispersed stakeholders.

Progressed through four increasingly senior roles based on performance and leadership, ultimately serving as Associate Director and PMO lead for major healthcare performance-improvement programs.

• Led PMO and transformation activities for engagements ranging from $250K–$8M, establishing governance, coordinating workstreams, monitoring performance, and managing executive stakeholders.
• Partnered directly with healthcare executives to develop and implement strategies supporting $23M–$47M performance-improvement initiatives.
• Converted operational and financial analyses into executive recommendations, implementation plans, performance targets, and accountability structures.
• Coordinated cross-functional teams through complex transformation programs, ensuring alignment between strategic objectives and implementation activities.
• Selected as a member of the firm’s Consulting Advisory Council, advising an executive-led Employee Engagement Committee on employee experience and alignment with organizational vision, mission, and values.