JORDAN JEON

• Serving as the Interim Regional President & CEO of Ascension Michigan Northern Region which comprises of multi-facility oversight of three hospitals ( St. Mary's Medical Center 379+beds, tertiary teaching facility for Central Michigan University, level II Trauma and Comprehensive Stroke Center, Regional Hospital and Critical Access Hospital, the Medical Group, PHOs, ASCs, and 100+ outpatient care sites ).
• Responsible for shaping each hospital's growth within the community, multiple boards of directors within the region, managing physician group & partnerships, foundation fundraising, and advocacy.
• Accountable executive for all aspects of regions operations and financial performances and leading strategic plans working through senior leadership team, Board of Directors, and Ascension Health System.

• Market Senior Executive responsible for developing and leading local, regional, and statewide growth strategies for Ascension Health Michigan, culmination of four health systems and the largest Ascension Markets, comprised of 17 hospitals (2400+ beds), the largest provider network with business planning, M& A, analytics, health system marketing and communication, Certificate of Need (CON), including oversight of and service lines growth and management, transactions, brand strategy/positioning, community engagement, advocacy, government affairs, managed care/payer strategy, and physician network development.
• Lead physician enterprise group of 6400 providers, various PHOs and value-based organization's strategic planning
• Manage Continuity of care/in-network retention strategy development, reporting, infrastructure, and processes, real estate consolidations/relocation, divestiture/ acquisition strategy.
• Development of statewide footprint strategy (including expansion of primary care and specialty clinics, urgent care centers, outpatient imaging centers, ambulatory surgery centers, and divestiture of non-strategic assets.
• Oversee and ensure appropriate strategic rational and business case alignment with all capital committee projects.
• Manage system-wide innovation and IT programs and team to collect, assess and scale system wide products and service enhancements that promoted clinical quality and safety.

Accomplishments

• Filling in as Market CEO/COO responsibility during Market CEO/COO transition span of first six months.
• Brought in as Market Chief Strategy Officer, implemented turnaround economic recovery and growth initiatives and performance efficiencies across system, which resulted in increase in/outpatient surgical volume, rightsizing operations (FTE/AOB), cost containment and expense control, which delivered $740M annualized improvement in (FY23) compared to (FY22) and (FY21). Continued improvement in (FY24) with additional 64M ahead of budget and trending for consecutive YOY improvement.
• Co-Executive Lead with Market CFO and Managed Care team successfully negotiated market-wide 1-billion-dollar managed care contract with BCBS of Michigan.
• Stabilization of Northern Region's operational and financial performances within 6 months resulted in breakeven and positive profit margin against operating budget of 450M (as Interim President).
• Successful management of labor union collective bargaining contracts with 4 regional hospitals.
• Oversaw Michigan Market's Mergers & Acquisition activity.

• Market Chief Administrative Officer with multi-facility oversight of four hospitals including system's flagship, MercyOne Des Moines Medical Center and MercyOne Children's Hospital with acute care and ambulatory operations for core service lines and its centers of excellence: Iowa Heart Center, Iowa Ortho, Ruan Neuroscience, and Deming's Cancer Center.
• Oversaw physician compensation and contracts for service line providers in Cardiovascular, General Surgery, Anesthesia and Hospitalists.
• Led work of system continuity of care and integration work of service lines to optimize organizations financial performance.
• Led the development and execution of the health strategic and growth plan with the focus on the partnerships, brand positioning, digital consumer engagement, health equity, rural population health, all major capital projects, clinically integrated network, payer relationships, joint ventures & contractual agreements/process, and business development.
• Increased division revenue by streamlining operations and optimizing resource allocation.

Accomplishments

• Successfully managed transition of negotiated terms, LOI, and definitive agreement documents for JOA of MercyOne (central region) assets acquisition from CommonSpirit Health to Trinity Health.
• Growth strategy leading central region market share growth for Neuroscience (38.9% to 43.4%), Cardiac (37.1% to 40.2%), and Cancer service lines (17.3% to 19.4%) YOY, 2021-2022.
• Managed development of cardiovascular sub-specialty ambulatory rural community outreach plans, telehealth & telemedicine development with metro & rural communities, mobile health clinics, cardiac and vascular imaging operations. Resulted in expansion of 11 additional rural sites with total of 37 rural agreements, and multi-year service agreements with the Des Moines VA Medical Center and Broadlawns's County Hospital.
• Executive Co-Lead with CMO, overseeing development and operationalization of comprehensive working document to establish standardized workflows to include escalation plan/mechanism for throughput, GMLOS initiatives, and making significant progress in discharging patients with consistently, increased early a.m. discharges before 11 a.m., with approximate 15-20% decrease in number of ER-boarded patients (MercyOne Des Moines meeting goal 43% of days).
• Established a Hospitalist Discharge & Transition Clinic with over 120 patient visits since opening 01/17/2022 with < 1% readmission rate, 60% patients with decreased length of stay (LOS) and 68 total saved days.
• Applied Lean Six-Sigma process to improve efficiency metrics, focused engagement with providers and middle manager engagement with new 100-Day workouts for Waste Reduction (+$6.1-million-dollar impact) and Throughput (+4.6-million-dollar impact).
• Improved productivity in clinical and ancillary departments in Des Moines Medical Center with average of 115% productivity, 0.0% overtime with $1.1M ahead of budget in OT/PT.

• Reporting directly to the Executive Vice President, Chief Strategic and Business Development Officer
• Responsible for recommending and driving strategic business and marketing initiatives, system and service line development and integration, clinical program initiatives, and quality priorities for the nationally ranked flagship hospital (Academic Center) and seven regional community hospitals in HM Hospital System.
• Appointed System Director of reputation and ranking strategy, implementing initiatives to optimize clinical efficiency, productivity, and quality resulting in the USNWR ranking of top Honor Roll status for the Flagship Hospital (Academic Center) and 11 of 16 specialties consistently ranked in the top 20.
• Led the System and regional Executive Committee to identify top priorities and high impact activities to bring growth/sustainable results in core service lines and system brand recognition.
• Built a balanced scorecard and identified both outcome and process KPI's to track system-wide growth strategy
• Set strategic context based on industry trends, evaluate patterns emerging in the market, develop long-term implications and recommend pragmatic strategies for new business opportunities.
• Set goals, milestones, metrics for the DeBakey Heart & Vascular Center (DHVC), Underwood Center for Digestive Disorder, Neurosciences, Neal Cancer Center, with team action plans for accountability.
• Worked closely with the System Transformation Leadership to ensure alignment of digital strategies with overall organizational direction and key strategic initiatives.

Accomplishments

• Served as the System Strategy Leader to department chairs (Cancer, Gi, Heart & Vascular, Neuroscience, and Liver) to achieve service line strategic goals.
• Developed strategy, business cases, proforma, and implementation plans for service lines, including volume/capacity planning, program development and growth, research, and residency programs.
• Establishment of System Executive Governance Committee of Houston Methodist ‘DeBakey Heart & Vascular Center,' Neurological Institute, Sherri and Alan Conover Liver Disease, the Underwood Center for Digestive Disorder, and Neal Cancer Center.
• Successfully led expansion and integration of ‘DeBakey Heart & Vascular Center,' brand/logo to all eight HM System Heart Center.
• Established system-wide physician membership criteria and standards for Cancer, Cardiovascular, GI, and Neurological Institute.
• Executive Director for overseeing the implementation of care delivery innovations to achieve organizational goals including leverage of EPIC Order sets/Care-Sense-Care pathways for CV surgery departments.
• Executive Director managing expansion of CVICU-Virtual ICU across 8 hospitals with CV intensivists and nursing support.
• Responsible for the standardized and secured approvals for System Delineation of Privileges (DOPs) for cardiology and cardiothoracic surgery departments. 2010-09 to 2017-09 2005-07 to 2010-08
• Successful establishment of HM System-wide Cardiothoracic Surgery Mortality Outcomes Review Committee.
• Successful expansion of Structural Heart Program (5 Valve Clinics and 4 TAVR) locations to HM Sugarland, The Woodlands, West-Katy, and Willowbrook.

• Managed business operations and strategic planning for the Houston Methodist J.C Walter Jr
• Transplant Center consistently performing over 500+ solid organ transplants per year, the largest transplant center in Texas and one of the top 10 centers in the country, including multiple Center of Excellence Programs within the Transplant Center Operations.
• Oversaw daily management of business operations including hospital-based end-stage-organ transplant clinic, and organ allocation & recovery operations for (Heart, Lung, Liver, Kidney, Pancreas, LVAD, Advanced Heart Failure, General Hepatology, Pre/Post Transplant Surgery, Hepatobiliary Surgery, and Complex GI and Motility).
• Managed outpatient transplant clinic operations including oversight of financial operations, including coordination of patient intake, registration, coordination of financial authorization, navigation and scheduling, charge capture and documentation, and support of revenue cycle
• Successfully achieved significant growth in clinical operations revenue with structured oversight of charge capture, CDI, and charge entry
• Developed charge entry and reconciliation process with Epic Phoenix Team to ensure revenue optimization.
• Led the UNOS probation Corrective Action Plan responses that led to removal of heart transplant program probation in June 2015
• Provided analysis with organ offer management quality forums.
• Managed quality team responsible for CMS and UNOS audits and surveys, DNV (Heart, lung, abdominal txps) & JACHO(LVAD)audits/desk surveys, and site visits
• Reporting of all quality report to SRTR submission, and UNOS.
• Optimized resource allocation for multiple projects, resulting in timely deliveries and increased customer satisfaction.
• Enhanced software development processes by implementing agile methodologies and streamlining team collaboration.

• Managed regulatory compliance and accreditation team responsible for adhering to local and national regulatory agencies such as UNOS, CMS, AATB, and FDA.
• Conducted routine audits to ensure compliance. Established agendas and leads for all preparatory site survey meetings and serve as team lead during site surveys. Provided leadership and communication to staff to ensure competent clinical care.
• Reviewed agreements for compliance with 15 transplant programs, researcher organizations, and tissue banks.
• Assured compliance of all organ and tissue donor records with UNOS, FDA regulations, and industry standards. Reported adverse events and deviation to appropriate agencies.
• Provided continuing education to hospital staff, physicians, and community groups.
• Managed quality assurance program, including on-site evaluations, internal audits, and surveys.
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• Managed regulatory compliance and accreditation team responsible for adhering to local and national regulatory agencies such as UNOS, CMS, AATB, and FDA.
• Reviewed agreements for compliance with 15 transplant programs, researcher organizations, and tissue banks.
• Assured compliance of all organ and tissue donor records with UNOS, FDA regulations, and industry standards. Reported adverse events and deviation to appropriate agencies.
• Managed quality assurance program, including on-site evaluations, internal audits, and surveys.
• Provided expert advice to senior management on emerging trends in public policy landscape
• Designed monitoring frameworks for tracking progress towards defined objectives within the scope of implemented policies