Matt Relano, MHA

Business operations leader of perioperative services of a 800+ bed level I trauma center with 24 ORs and 8 endoscopy suites. Responsible for providing leadership to a total of 59 FTEs and managing processes related to financial and strategic planning including block scheduling management, OR utilization, and process improvement activities.

• Improved Peak OR Utilization 10.1% over 2 years, achieving a utilization of 73.2% in 2023.
• Achieved 11.8% growth in surgical volume in 2023 vs. 2022, including greater than 15% growth in specialties of strategic importance – cardiovascular and neurosurgery.
• Led the rapid expansion of endoscopy services, realizing 46% volume growth over 2 years and increasing annual contribution margin $4.8M per year.

Business leader for two rural hospitals totaling 6 ORs and 2 endoscopy suites. Oversaw 10 FTEs spanning 3 teams including scheduling, OR support staff, and central sterile processing. Responsible for all business related functions of the department including block scheduling, financial management, and business development.

• Executed on strategy to expand Surgical Services by onboarding 15 surgeons and 3 new specialties within 12 months, leading to a 29.6% increase in volume year over year (2020 vs. 2021).
• Achieved productivity targets in 2020 and 2021 through the implementation of a productivity tool.
• Established an Operational Logistics Committee to foster multidisciplinary decision-making and improved physician engagement on overall department strategy and operations.

Managed the Orthopedic Service Line at Banner Baywood and Banner Ironwood Medical Centers, which saw improved performance in quality and operational metrics. Total oversight of 3 FTEs.

• Grew orthopedic surgery volume by 18% and revenue by $4M over 12 months by building relationships with surgeons and their practices.
• Led a multidisciplinary team to decrease readmission rates by 25% and reduce same-day surgery returns by 31% in 6 months.
• Implemented a “Fast Pass” program, reducing their pre-surgical touchpoints of patients by 42%.

Selected to be a part of a 12-month Fellowship program, receiving training and mentorship from the COO of Banner Estrella while contributing to hospital and system-wide projects.

• Led a team of four analysts to develop quality improvement metrics for the orthopedics program consisting of 125 surgeons in 9 hospitals.
• Decreased unnecessary supply requests by 16% on a target of 5% by standardizing supply rooms in 7 nursing units.
• Reduced EVS room turnover time 33% after identifying an opportunity to adjust employee schedules to meet the hospital's needs.