John H. Young, MSHA
Summary
Dynamic Healthcare System Executive with a proven track record of enhancing operational efficiencies, driving revenue growth, and implementing cost-reduction strategies across diverse medical practices. Expertise includes P&L accountability, budgeting, financial and clinical analysis, and quality management, ensuring comprehensive oversight of ambulatory, outpatient, and inpatient operations. Skilled in recruiting top-tier medical professionals and managing complex healthcare systems, with a strong focus on infection control and compliance. Proficient in utilizing advanced EMR systems such as EPIC and its modules to optimize healthcare delivery and improve patient outcomes.
Overview
31
31
years of professional experience
1
1
Certification
Work History
Practice Manager II - Specialty Clinics
ALAMEDA HEALTH SYSTEM HIGHLAND HOSPITAL
03.2018 - 06.2025
- Fulltime AHS employee February 2022 – June 2025 (initially an interim employee of HC Consulting for first 36 months March 2018 – Jan. 2021)
- Served as Practice Manager for Highland Hospital's specialty clinics including operation management of all medical and surgical specialty clinics including G.I. & Pulmonary medical procedure areas, oncology, infusion center, and clinical inpatient/outpatient endoscopy.
- Participated in the planning and relocation of plastic surgery, wound care, breast care, and gynecology/oncology clinics to my area of oversight.
- Provided additional administrative oversight for cardiology, nephrology, and vascular clinics.
- Assigned leader for Epic implementation for Perioperative/Endoscopy beginning implementation mid to late 2020 for operative/non-perioperative procedures every year.
- Selected Accomplishments:
- Led the transition of the endoscopy, bronchoscopy, and GI motility rooms from paper to electronic documentation.
- Introduced new endoscopy scheduling template to enhance efficiencies and reduce endoscopy wait time for patient feedback to over 50% in 90 days.
- Improved the wait time for over 700 patients in March 2018.
- Improved endoscopy no show/cancellation rate to below 10% on average per week and reduced GI specialty clinic backlogs to 50% within first 90 days.
- Led the Endoscopy Unit through successful DPH and Joint Commission surveys that enhanced regulatory compliance practices.
- Led a system-wide ambulatory sub-committee to develop standard work for pre-clinic prep, as well as developed standard work for inpatient pre/post scheduling by patient acuity for complex specialty practice including Endo, Rheumatology, Nephrology, etc.
- Improved infusion center operations, patient pharmacy management, communication/protocols/standards, and reduced no show rate to fewer than 5%.
- Stabilized specialty clinic inpatient tracking processes pre-arrival and intake processing to introduce new referral standards and work processes to improve practitioner & staff efficiencies, and improve overall patient safety and feedback.
- Planned, developed, and successfully initiated advanced EIRCT Program.
- Planned, developed, and successfully initiated advanced Pulmonary BUS Program.
- Planned, developed, and successfully initiated successful Pain Management Procedure Program.
- Co-chaired system-wide Resource Allocation Committee.
- Member of system-wide Quality Control and Infection Prevention Committees.
- Recalculated endoscope processing requirements with new Medtronic Advantage systems.
- Member of the Critical Care Committee & AHS Epic Optime & Operation Workgroup.
Executive Director
AFFILIATED HOSPITALS R.C.
04.2014 - 12.2017
- Administrative oversight for all day-to-day business functions of a private 65 acute hospital site & palliative care practice with 25+ business support staff, practice oversight for Honor Health Medical Center, strategy (trauma) and 20 local post-acute facilities duties included oversight for all revenue cycle operations, 401(k) banking, human resources, retirement plan administration, and practice recruitment credentialing & onboarding, accounting, including income sharing formula mgmt, 401(k) PS retirement administration, and payroll, scheduling, contracting & strategic planning.
- Selected Accomplishments:
- Reorganized the practice's leadership and governance structure to refine the group's leadership structure by establishing four primary committees including the current Executive, Finance, Operations, and Clinical Committees, as well as introduced Post-acute and Compensation sub-committees, personal co-chair each committee and subcommittee, established all meeting agendas and recorded action items and minutes.
- Led the full integration of EPIC EHR for acute operations for 3-year Honor Health implementation.
- Executed leadership directives in growing the practice from 22 acute/post-acute physicians and non-nurse practitioners serving acute care facilities and 8 post-acute facilities to 50+ acute/post-acute physicians and 4 nurse practitioners serving three acute Honor Health acute facilities and 20 local post-acute facilities.
- Held direct administrative accountability for business functions, employee practice, and staff.
- Managed practice financial and have successfully maintained practice overhead at 17% or less for the past 4 years and 98% or better net collection % throughout my employment.
- Led the practice's growth in revenue from $1 million annually towards approximately $8 million annually for all professional services.
- Expanded in-house business support staff function to over 25 employees excluding counties, excluding coding & scheduling specialist staff, as well as dedicated revenue cycle & operations managers, served in the administrative, executive, coordination, and staff accountant.
- Reduced over 30 physician and nurse practitioner contracts in less than two years to meet the enhanced needs of recently awarded RFP to provide acute hospitalist services at Honor Health Hospital including John C. Lincoln Medical Center (exclusive PSA), John H. Osborn Medical Center (primary contracted group) and HH Thompson Peak Medical Center (exclusive PSA), where our acute average daily census was roughly 200, 120, and 60+ inpatient per day respectively depending on various seasonal factors & a post-acute daily census of over 50 pts.
- 401(k) PS Plan Administrator for $10 million in employee invested assets.
Practice Manager III
UCSF Health/UCSF CENTER FOR REPRODUCTIVE HEALTH at Mission Bay
04.2012 - 04.2014
- Provided day-to-day operational oversight for all administrative and clinical staff activities to enhance growth and efficiency of the practice which served over 1000 IVF cycle per year, as well as program therapy production, technology, and hiring employees, as well as malpractice review, physician faculty and staff positions, including REI/Urology based research and treatment for PCOS and Fertility Preservation initiatives.
- The Center for Reproductive Health is part of the UCSF School of Medicine Department of OB/GYN/Reproductive Sciences & UCSF Women's Health National Center of Excellence & UCSF Medical Center is considered one of the top 15 hospitals in the nation according to U.S. World Reports.
- Selected Accomplishments:
- Reorganized the practice's leadership and governance structure to refine the Leadership Committee by establishing four Subcommittees reporting up to the Leadership Committee, including Finance, Operations, Clinical, and IT & Marketing Committee, which were all Co-chaired by a physician faculty and non-physician faculty manager, leadership agendas and Subcommittees, and established the strategy and operations to implement and achieve all UCSF sponsored internal practice performance and improvement and patient customer service initiatives.
- Demonstrated oversight to approximately $4.8 million in annual total collected professional and facility fees generated by our two REI practice in locations, perioperative unit, fertility preservation professional activities, and male reproductive healthcare team.
- Successfully led the recruitment and hiring for three new managers including new billing manager and 2 operations managers.
- Successfully implemented the introduction of a new EPIC based EMR, scheduling, and billing systems to practice and perioperative unit.
- Created and hired an innovative DEASE MR (Mellowood) System Administrator to successfully lead the practice through an extensive IT audit.
- Provided ongoing leadership and administrative support to our IVF Andrology and Embryology lab.
- Led the review and execution of all practice managed care contracting and dept. financing contracting and revenue agreements/ UCSF Legal Affairs.
- Worked closely with UCSF Risk Management to mitigate and remedy patient complaints.
- Partnered with an independent company which offered a start-up opportunity to display novel organic infant throughout our practice.
- Assisted the Andrology and Embryology lab achieving CAP Certification, led practice in through successful FACHOPPRS & Survey.
- Led the development of a new 40,000 sq. ft. integrated building suite that enhanced & integrated all clinical, lab, & procedural activities.
Revenue Cycle/Business Services Assignment
STARBRIDGE MANAGEMENT CONSULTING
01.2012 - 03.2012
- Orchestrated transition from a paper-based to electronically supported practice management software solution for tracking and billing charges for ASAP Health Solutions, Inc., a large Phoenix-based medical group practice providing hospice, LTC, and sub-acute patient care services.
- Implemented successful in-house CBO utilizing E-MDs practice management, mobile charge capture, and electronic medical records software solutions integrating IT, revenue cycle, accounting & finance, HR management, payroll, AP, & managed care contracting.
- Selected Accomplishments:
Marketing Outreach Coordinator & Business Analyst
ARIZONA NEVADA KIDNEY DISEASE AND HYPERTENSION CENTERS
08.2009 - 12.2011
- Recruited to devise and execute strategic marketing outreach activities to enhance growth for the largest nephrology group (107+ owned and managed physician group practices) in the US.
- Utilized expertise in practice healthcare management to prepare practice and physician budgets, performing financial and business analysis, financial reporting, and increasing physician productivity.
- Selected Accomplishments:
- Increased overall practice revenue 85% and practitioner revenue 90% through the development and implementation of internal daily, weekly, monthly performance measurement tools, coupled with efficient scheduling tools and office-based workflows.
- Transitioned the Nevada group practice from inpatient-based to inpatient office-based which resulted in more than a 50% increase in ambulatory patient encounters within an 18-month timeframe.
- Orchestrated the establishment of a new vascular access center, opened new ambulatory offices, and remodeled office sites leading to successful area contracting for HPN's patient nephrology including contracting to provide 100% of all ambulatory vascular access.
Associate Director of Healthcare advisory, consulting, outsourcing, & technology services
GUIDEHOUSE (Consulting)
08.2004 - 08.2009
- Tapped by executive leadership to consult with healthcare organizations and serve as an interim executive for various healthcare organizations located throughout the U.S. (5/05-6/07 employed, contract 8/04-5/08, 6/07-8/09).
- Selected Guidehouse Consulting Assignments:
- Care Management Hospital Performance Improvement Project Denver, CO (2007) 8 months
- Catholic Health Initiatives Corporate Office
- Reduced costs, enhanced practitioner satisfaction, and enabled patient service ability improvements by assessing physician recruitment, contracting, compensation, practice acquisition, management, revenue cycle, IT, and financial reporting, budgeting for Catholic Health Initiatives, an 85+ multi-hospital health system with more than 1200 system-wide practitioners headquartered in Denver, CO.
- Performance Improvement Assessment Assignment Fullerton, CA (2007) 8 months
- Sisters of Orange, St. Jude Medical Center
- Assigned to evaluate, recommend, and implement operational and compensation restructuring in integrated pulmonary/intensive group serving 28-bed acute care medical center.
- Reorganized teams to boost operational efficiency, enhanced compensation, and staffing.
- Performance Improvement Assessment Assignment Columbus, Ohio (2006) 6 months
- Ohio Health
- Decreased overhead by $1+ million through physician compensation program and MSO support services for Ohio Health Services & Employee Physician Group, a 14-hospital, not-for-profit health system with over 15,000 employees, including 1,000 physicians.
Director of Operations & Leadership
DAVITA NEPHROLOGY PARTNERS DAVITA INC.
02.2008 - 02.2009
- Appointed to direct the workforce of a 40+ employee A/SO/CBO tasked with providing operations management, IT, revenue cycle, business intelligence, accounting, finance, HR, payroll, AP, managed care contracting, practice management, credentialing, programming, and managed related support services.
- Administered a $30 million budget and supported 80+ physicians in 9 practice locations and 15 affiliated joint-venture dialysis centers throughout Arizona for Southwest Kidney Institute (SKI).
- Selected Accomplishments:
- Renegotiated and secured $3 million in credit with favorable terms from financial institutions, allowing SKI to meet ongoing joint venture obligations.
- Reduced overhead 5% for SKI by streamlining management redundancies throughout sourcing business support services to DNP's onsite CBO, introducing enhanced IT support, and engineering existing revenue cycle processes.
- Achieved a multi-million-dollar reduction in outstanding accounts receivable and realized net collections of 95% for the consolidated practice vascular access center, CKD, and Research Group implementing a team of sophisticated scrubbed and enhanced management tools.
- Led the opening of 4 new ambulatory offices and joint-venture dialysis centers throughout Arizona by initially securing buy-in from SKI's physician partners, gaining responsibility for all joint-venture and directorships.
- Garnered board of director practitioner support for the transition of SKI's Governance Structure from a non-group shared overhead practice model to a shared overhead group practice which headed more efficient and disciplined decision-making abilities that approved the level of the organization which enabled the group to pursue dialysis joint venture partnerships with DaVita Inc. throughout AZ.
- Facilitated and participated on SKI's Board of Directors, Executive, Finance, Operations, IT, and Clinical committees.
Vice President, Ambulatory Care
LEHIGH VALLEY HEALTH NETWORK
01.2003 - 08.2004
- Recruited to direct and execute strategic practice-building healthcare-related program expansion and business development practitioner recruitment initiatives to increase revenue across the ambulatory operation and physician service divisions.
- Provided executive management of the health system's ambulatory operations, MSO, CBO, and employed multi-specialty multi-site physician group practice.
- Developed and allocated budgets.
- Supervised 10 direct reports and performed administrative oversight for 2 physician recruiters, 50+ employed practice CBO support staff, including hospitalists, anesthesiology, oncology, hematology, general surgery, OB/GYN, internal medicine, family practice, D, & pediatric specialties.
- Selected Accomplishments:
- Reduced operational costs of $500,000+ annually by eliminating contracted physician arrangements by directly hiring physician practitioners and establishing a 24/7 coverage by developing recruitment, designing compensation, staffing plans, and implementing 10+ additional managed care and new vascular cardiovascular acquisition program.
- Conceptualized and created a health-system-related Cardiovascular Medicine Program to provide workers compensation rehabilitation and drug testing services, which resulted in contracting with more than 10 regional and local employers.
- Spearheaded the construction opening of multiple new ambulatory practice locations including 100,000-square foot ambulatory building which resulted in growing employed practice group and MSO from 4 to 50+ practitioners to meet area requirements in the area.
Chief Operations Officer
STARBRIDGE COMMUNICATIONS & HEALTHCARE MANAGEMENT CONSULTING
07.2001 - 01.2003
- Enlisted to initiate business development initiatives and grow the $10 million consulting practice through creation of new products & services for existing targeted customer base.
- Oversight for all operations functions and managed all healthcare related communications and consulting activities.
- Held full P&L accountability, determined financial agreements and services contracts, and supervised work efforts for 20 direct reports.
- Selected Accomplishments:
- Increased overall net revenue 23% during tenure by introducing new services, leading successful negotiations, and landing long-term contracts for site acquisition services with Sprint, Verizon, T-Mobile, and Nextel, and consulting engagements with large healthcare organizations for multiple hospitals, including Pocono Health System.
- Led expansion from one traffic office to two regional offices, resulting in new consulting opportunities in the SW, Midwest, and Central U.S.
Vice President, Physician Integration & Ambulatory Services & CEO, Munson Medical Group & MSO
MUNSON HEALTHCARE & MUNSON MEDICAL CENTER
07.1998 - 07.2001
- Engaged to provide oversight for all health system ambulatory employed group practice affiliated MSO, and physician-practitioner recruitment activities on a regional basis.
- Held full P&L accountability for employed practice, MSO, urgent care, and multiple ambulatory departments.
- Managed 10 direct reports, 4 medical directors, 3 physician recruiters, 90 employed physician practitioners, and 400 practice and MSO employees.
- Selected Accomplishments:
- Increased employed practice physician from 35 to 90+ practitioners, including hospitalists, palliative care, EM, rheumatologists, neurologists, urgent care, endocrinologists, OB/GYN, nephrologists, IM, pediatricians, family practice, GI, neonatology, psychiatry, and other mid-level practitioners to ensure availability of care for areas served by the overall health system and improve revenue contributions.
- Relieved 8+ Rover coding issues and reduced patient wait times from 60+ minutes to less than 20 minutes by improving service delivery at two urgent care facilities, $80,000+ annual visits, Jan 18-bed V outpatient dialysis unit, and other ambulatory services.
- Yielded 95% net collection rates for the MSO and improved outstanding financial reporting, including reporting HR, IT, AR, payroll transcription, leased employees, credentialing, managed care contracting, and running KP operations & clinical management by orchestrating development of a physician and hospital ownership joint-venture MSO supporting 800+ private employed ambulatory-based practitioners in 21 counties.
- Integrated member of the management team that earned the Modern Healthcare National Quality Award in 2000.
- Led the implementation of new Cerner EHR for all 200+ MSO employed and contracted physician practices.
Corporate Director, Physician Practice Network Leadership, Operations, & Revenue Cycle
TRINITY HEALTH
12.1995 - 07.1998
- Recruited by the Corporate Medical Office to conduct education and consulting and establish initiatives surrounding operations, fiscal management, performance improvement, and physician recruiting guidelines for 17 state affiliate health systems hospitals.
- Managed medical groups across four Midwest states.
- Provided direct/indirect oversight for 500+ primary and specialty care physicians, including hospitalists, anesthesiology, oncology, hematology, general surgery, OB/GYN, internal medicine, family practice, ID, & pediatric specialties, CBOs, and MSOs.
- Selected Accomplishments:
- Contributed more than $2 million in financial improvement, productivity increases, and overall cost reductions by formulating operational clinical indicators, care delivery reporting templates, and scorecard approved by the Trinity Health Board of Directors as co-chair of the Physician Practice Network Financial Performance Improvement Oversight Committee.
- Co-chaired the Physician Practice Network Roundtable in collaboration with the Vice President of Physician Services focused on incorporating methods to improve overall financial network physician performance and enhance network education, which resulted in a 6% increase in revenue on a $30 million physician overhead budget.
- Increased managed care and decreased budget potential by drafting, approving, finalizing, and implementing system-wide Physicians Recruitment and Practice Acquisition Manual in partnership with cross-functional departments, including legal, administrative, and finance.
- Also co-chaired the Physician Recruitment and Practice Oversight Committee.
- Instrumental in securing lucrative business deals and contracts with the “Big Three” automakers and several large employers in a four-state area by developing and co-chairing the Trinity Health Business Health Network to provide occupational health services by co-chairing the Business Health Oversight Committee with the Medical Director at the St. Joseph Ann Arbor Health System and collaborating with physicians and administrators on a system-wide basis.
Internship (paid)
HONOR HEALTH
06.1994 - 12.1995
- Engaged as a consultant by the health system administration to develop and initiate the dialogue to organize and structure Honor Health, a five-hospital system.
- Spearheaded the formation and implementation of a 50+ employed physician group (now 400 employed practitioners) and CBO, including physician recruitment, practice assessment, and acquisition staff activities to position the health care system for integration and expansion delivery of quality patient care with more than 70 locations across the Greater Phoenix area with multi-specialty services, including immediate and urgent care services in Greater Phoenix.
- Selected Accomplishments:
Education
Master of Science - Public Health
ASU College of Health Solutions/School of Technology
Tempe, AZ05-2027
Master of Science - Health Care Administration
University of Colorado Denver
DenverBachelor of Science - Finance
Arizona State University W.P. Carey School of Business
Tempe, AZSkills
- Superuser of Epic software suite including Optime, Cadence, Beacon, and Healthy Planet modules Proficient in Microsoft Office applications, Midas Risk Management, UKG and other payroll software
Affiliations
Maintain active membership status in the following professional organizations: America College of Health Care Executives, America College of Medical Practice Executives/Medical Group Management Association, Society of Hospital Medicine, Society for Healthcare Strategy and Market Development, Association for Professionals in Infection Control and Epidemiology, America College of Gastroenterology
Certification
- Health Care Negotiation and Conflict Resolution, Leadership Certification Program, Harvard School of Public Health - April 2001
- Certified Medical Practice Executive, America College of Medical Practice Executives, June 2010 – December 2023
PERSONAL INTERIM EXECUTIVE MANAGEMENT POSITIONS
- Interim Practice Manager II – Ambulatory Specialty Clinics Perioperative Endoscopy/PM Mgmt (Inpatient & Outpatient) & Infusion ALAMEDA HEALTH SYSTEM HIGHLAND HOSPITAL Oakland, CA (2018-2021) 36 months
- Interim Vice President, Ambulatory Care – Great Bend, KS CATHOLIC HEALTH INITIATIVES CENTRAL KANSAS MEDICAL CENTER (2007-2008) 9 months
- Interim Corporate Director, Physician Services Buffalo, NY KALEIDA HEALTH (2006-2007) 12 months
- Interim President & CEO, Jewish Healthcare/Kentucky Medical Group - Louisville, KY University of Louisville Jewish Hospital (former/founding member KENTUCKY ONE HEALTH) (2004-2008) 32 months
PERSONAL INFORMATION
I have twin sons, with one son recently graduated from the USAFA Academy in Colorado Springs, CO and he is currently an AFC-17 Captain & Co-pilot stationed at McCord AFB base in Tacoma, WA, while my other son has recently graduated from Arizona State University in Tempe, AZ majoring in Geography, Geographic Information Systems, and Urban Planning, enjoy general travel and outdoor activities such as hiking, skiing, & biking as well as being a general overall sports enthusiast.
Community Service
Real Salt Lake - AZ, Board of Directors Volunteer President & VP Finance, 2014-09, 2017-09, Served as volunteer board of director for Arizona-wide youth soccer club with over 4,000 youth participating players and over $8 million in annual revenue as a volunteer from all club activities including competitive & recreational player fees, sponsored tournaments, fundraising camps, etc., Duties included setting agenda for all board meetings, overseeing board meetings, and accountability for the club activities, annual clubhouse, annual general meetings, as well as club strategy, budgeting, day-to-day operations, revenue cycle, banking, human resources, recruitment, payroll, acct, & AP., Led club efforts to successfully affiliate with Professional Men’s League US Soccer Club - Real Salt Lake in effort to enhance club’s brand, create local boys and girls 12-14 youth Player Development Academies, and enhance club tournaments national prominence.
Timeline
Practice Manager II - Specialty Clinics
ALAMEDA HEALTH SYSTEM HIGHLAND HOSPITAL
03.2018 - 06.2025
Executive Director
AFFILIATED HOSPITALS R.C.
04.2014 - 12.2017
Practice Manager III
UCSF Health/UCSF CENTER FOR REPRODUCTIVE HEALTH at Mission Bay
04.2012 - 04.2014
Revenue Cycle/Business Services Assignment
STARBRIDGE MANAGEMENT CONSULTING
01.2012 - 03.2012
Marketing Outreach Coordinator & Business Analyst
ARIZONA NEVADA KIDNEY DISEASE AND HYPERTENSION CENTERS
08.2009 - 12.2011
Director of Operations & Leadership
DAVITA NEPHROLOGY PARTNERS DAVITA INC.
02.2008 - 02.2009
Associate Director of Healthcare advisory, consulting, outsourcing, & technology services
GUIDEHOUSE (Consulting)
08.2004 - 08.2009
Vice President, Ambulatory Care
LEHIGH VALLEY HEALTH NETWORK
01.2003 - 08.2004
Chief Operations Officer
STARBRIDGE COMMUNICATIONS & HEALTHCARE MANAGEMENT CONSULTING
07.2001 - 01.2003
Vice President, Physician Integration & Ambulatory Services & CEO, Munson Medical Group & MSO
MUNSON HEALTHCARE & MUNSON MEDICAL CENTER
07.1998 - 07.2001
Corporate Director, Physician Practice Network Leadership, Operations, & Revenue Cycle
TRINITY HEALTH
12.1995 - 07.1998
Internship (paid)
HONOR HEALTH
06.1994 - 12.1995
Master of Science - Public Health
ASU College of Health Solutions/School of Technology
Master of Science - Health Care Administration
University of Colorado Denver
Bachelor of Science - Finance
Arizona State University W.P. Carey School of Business
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