Francine is a Senior level executive who has effectively developed and communicated business strategy, and effected team commitment to achieve measurable outcomes and growth. She has provided leadership, oversight and strategic and operational direction for the performance of St. John’s Mercy Medical Group, Mercy Affiliated Physicians, St. John’s Medical Center physicians, physician recruiting, corporate health, retail pharmacies and optical shops (> $164M annual revenue with 350 physicians, 90+ sites, 1250+ employees) all part of a leading integrated healthcare delivery system in competitive St. Louis region.

Through strategic planning, she has defined a vision for introducing lean management principles; established model sites to pilot redesign processes with sample results that have reduced median time MD/patient are in exam room by 7 minutes thus increasing MD productivity, reduced time from patient check-in to check-out by 38%, and increased patient satisfaction 3% in 3 months. She has directed a team that completed implementation of and smooth transition to EPIC EMR on budget, in record time, for 92 separate physician practices in 25 specialties while balancing resources and maintaining focus on other initiatives.

Education:

- MBA, Lindenwood University, St. Louis, MO
- BS, St. Mary-of-the-Woods College, IN
- Executive Program in Managed Care, University of Missouri (UMKC)

Her other successes include:
- Defined framework for structured physician practice acquisition process that was successfully utilized to acquire 7 distinct practices

- Formalized physician recruiting process and accelerated efforts resulting in two-year success rate of recruiting > 100 physicians and establishing 14 new PC and key specialty practice sites in strategic areas

- Converted significant book of business to facility-based billing resulting in additional $5M in annual net income

- Developed Practice of the Future strategic plan and approach for patient-centered primary care and process redesign in an electronic environment that positioned physician enterprise for competitive advantage. Elements included strategies on physician compensation, real estate/facility design, management structure and common market presence

- Defined model for and established same day acute care access in strategic market that achieved, in its first year, 50% better financial results than budgeted and generated 10% of the new patient referrals to PCPs in same building

- Introduced partnering with Med Center service line VPs to build better relationships and to ensure appropriate ongoing physician enterprise support to specialists utilizing Med Center

- Developed corrective action plan for corporate health resulting in >$175K annualized reduction in labor costs and a cost management model to predict profit margins of potential business

Past Experience

The DENATA Group, Principal September 1993 to February 2007 
A Missouri-based national healthcare consulting practice providing interim executive management, re-engineering and consulting services including strategic and business planning, operational and financial analysis, troubleshooting, operations enhancement and developing and implementing turnaround plans to both payor and provider healthcare clients in thirteen states. Also provided services as key subcontractor to other consulting firms.

Sample engagements:
- Led engagement cycle from proposal to delivery of 15-month re-engineering project while serving as Executive Director of Meharry Medical Services Foundation faculty practice plan with 137 physicians. Restructured operational and financial functions of the organization with no operating expense increases; reversed dysfunction to operational and financial stability in union environment.

- As CEO, led start-up of for-profit MSO and primary care network for University of Kentucky Medical Center. Developed infrastructure; developed and implemented strategic business plans for primary care network strategies; acquired and expanded a multi-site Urgent Care and Occupational Medicine practice, and established primary care facilities in untapped markets. Exceeded expectations of Board of Directors throughout a two-year engagement

- As COO, implemented corrective action plan for Sutter Medical Services Foundation with 150 physicians and 55 practice sites in northern CA. Reduced operating losses by $500k+ per month, with overall reductions of $7M+ after 14 months; redefined company culture and refocused staff on core capabilities to achieve fundamental goals. Developed work plan for smooth and cost effective transition of 50-MD medical group into Foundation.

- Spearheaded the development of a staff model medical group, negotiated physician practice acquisitions, and served as interim Administrator to implement all operating systems for hospital-owned HMO in Southwest US.

- Developed and implemented corrective action plan for troubled oncology program at a New York State-based medical group ($50M+ revenue) by installing automated inventory management system and implementing purchasing controls resulting in over $875k savings of high cost meds in first six months.

- Achieved successful turnaround of credentialing department of 250 provider anesthesia group working at more than 50 facilities by cleaning up 500 expired and expiring credentialing records, re-organizing workflow processes, hiring experienced staff, completing software modification conversion and developing and implementing performance standards.

- Negotiated settlements with 1400 physicians and facility providers on behalf of The Methodist Hospital-owned HMO to comply with Texas State Insurance Department Consent Order for potential violations of Prompt Payment regulations;  settlements resulted in less than 5% of multi-million dollars in potential payout liability.

- Team leader for the liquidation of 150,000-member Tufts Health Plan of New England, Inc., HMO as agent of the court-appointed liquidator. Successfully migrated members to replacement carriers; implemented proof of claim process for claim run-out, supervised the wind-down of HMO operations. Interacted with regulators in three states in which HMO was licensed.

- Engaged by financially-troubled HMO to negotiate contracts with hospital-based provider groups. In less than six months, quadrupled number of contracted provider groups; generated over $750k in annualized savings.

The James Clinic/St. John’s Clinic, Rolla, MO 1984-1993
Chief Operating Officer/VP Marketing, Senior on-site executive officer (1986-1993) with full P & L responsibility for multi-specialty medical group, retail pharmacy operation and anesthesia group; served as Vice President-Marketing (1984-1993). First non-physician member of Board of Directors; acquired by Sisters of Mercy Health System, St. Louis, in 1993.

Accomplishments:
- Directed community marketing analysis, devised marketing plans to spearhead business expansion representing a 40% market share elevating group to largest multi-specialty, multi-discipline medical group in South Central Missouri.

- Quadrupled the number of practice sites, doubled number of pharmacies, tripled staff, and expanded the number of FT physicians five-fold, resulting in 300% increase in revenues.

Care+Plus of Missouri HMO, 1986-1991
Chief Operating Officer, Provided oversight to Executive Director, CFO, Sales Manager, and Contracting Director for this managed care affiliate of James Clinic. Appointed to role on behalf of majority shareholder.

Accomplishments:
- As team member, conducted feasibility studies, negotiated venture capital procurement and developed pre-operational phases of Missouri’s first rural HMO

- Accountabilities: directed sales, marketing, contracting initiatives, including negotiating contracts with providers to expand network and large employer groups, and insurance broker management resulting in increased employer group sales

- Designed an incentive plan for HMO sales staff which bolstered sales and productivity


 

St. Louis: 440-842-6410
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