Ethan Dexter

• Developed strong relationships with key referral sources and improved hospital image in the community
• Led outreach initiatives, increasing inquiry calls by 12% (6,663 → 7,468) and admissions by 16% (1,749 → 2,037)
• Hired to help a fresh leadership team create a positive image in the community, to reflect the positive change happening inside the hospital

• Doubled monthly programming hours and increased annual programming by 51% using existing resources
• Launched new respite programs, adding 14% more services
• Doubled monthly recurring contributions, improving financial stability and budgeting
• Led post-COVID program rebuilding and initiated SOP development to preserve institutional knowledge

• Oversaw four multispecialty clinics (Primary Care, Dental, Optometry, Pharmacy, Dialysis, Behavioral Health, Public Health, WIC)
• Managed 130 FTEs
• Toiyabe is a $27M operation, and achieved a $1.5M projected profit for FY2022
• Toiyabe is funded by: $13.5m Programmatic revenue, $6.4m IHS grant funding, $3.4m Federal and other grants, $3.7m Indirect recovery

Led a financial turnaround from a $3.4M loss to profitability through strategic cost reductions and revenue optimization that included:

• Switching employer-sponsored health plans, saving $750K.
• In-housing billing, saving $300K
• Introduced bringing Pharmacy in-network with Medicaid
• Budget balancing & reducing administrative overhead by $1M
• Increasing patient encounters per provider, boosting programmatic revenue by $2M (FY21)
• Lowering no-show rates & securing additional grants
• Helping uninsured patients gain coverage, generating $50K/month in Pharmacy revenue

In March 2022, I led a salary survey and proposed a merit increase to the Board, which was approved-resulting in raises for all staff

• This was Toiyabe's first merit raise since 2016
• Directed COVID-19 response as interim CEO, ensuring zero clinic-acquired infections and seamless leadership transitions
• Provided direct oversight of HR to rebuild after years of instability, including: Recruiting and developing a long-term HR Director
• Establishing a Cultural Awareness & Competency program, expanding to a two-day seminar
• Standardizing employee policies to align with best practices

Implemented IT infrastructure upgrades including:

• Including an 18-month EHR rollout for Medical, Dental, Optometry, and Behavioral Health, from RFP to deployment
• Transitioning the Dialysis center from paper to EHR
• Implementing new Pharmacy Management Software with automation, reducing staff pharmacists from four to two, achieving significant labor cost savings

Led communication infrastructure upgrades, including:

• Upgrading the phone system from PRI to SIP, saving $72K annually
• Modernizing the core network with Meraki routers
• Strategically planning a VPN rollout, enabling remote work during COVID-19

Identified and addressed major issues in the Pharmacy Department including:

• Fraudulent prescription filling, inventory control failures, and lost revenue
• Led an investigation, restructured the department, and recruited new staff-ensuring a smooth transition to best practices without disrupting patient medication delivery

• Part of the leadership team that launched a 96-bed behavioral health hospital
• Built a marketing team and established preferred partner agreements with hospitals and payers

Led business development initiatives focused on industry pipeline growth.

• Secured a contract with Pinnacol Assurance, making Denver Springs the first in-network provider for Colorado's largest workers' comp insurer, covering 60% of the state's workforce
• Collaborated with Springstone Corporate on a platform-wide strategy, targeting Workers' Comp business.

Applied a systems approach to problem-solving, maintaining the original team with only one departure after a year.

• Took over the hardest market instead of replacing the employee, transforming it from the least to the most productive.
• Ensured sustained productivity throughout my tenure.

Recruited to help open the hospital, reporting directly to the COO/CEO.

• Sole marketing and BD lead during hospital launch, developing budgets and outreach strategies
• Established business relationships across Northern Colorado and Southern Wyoming
• Featured in Greeley Tribune, Fort Collins Coloradoan, BizWest Magazine, and The Washington Times

• Business Development Representative for an 86-bed Behavioral Health Residential facility, managing a multi-state territory including AK, AZ, CA, CO, IA, MT, NE, ND, SD, WA, and WY.
• Increased business by 57% in Wyoming and 75% in Montana within the first year.

• Managed multi-state territory (AK, AZ, CA, CO, IA, MT, NE, ND, SD, WA, WY)
• Increased business by 57% in Wyoming and 75% in Montana within the first year

• Led a team of 15 representatives managing life insurance, billing, and collections
• Selected to obtain the Series 6 Securities License
• Conducted financial audits to ensure error-free account management