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I%27ve spent 20+ years as a hospital and health system operator, most recently as CEO of a three-campus, ~938-bed system generating $2.2B in net revenue — the flagship of a $7B, nine-hospital system, where I functioned as the de facto market operator for Central New Mexico.
What I bring to a board is P&L accountability for the kinds of decisions boards are asked to approve. At Presbyterian I led a $35.9M year-over-year operating swing — from a $17.2M loss to an $18.7M positive margin — in twelve months. Earlier, at a rural community hospital, I reversed nine consecutive years of operating losses, sustained positive margin for six straight years, and grew days cash on hand tenfold. Financial performance without clinical performance doesn%27t hold: over my career I%27ve delivered a 69% mortality index improvement and cut nursing turnover by more than half.
The reason that operating record translates to the boardroom is that most of it was earned through influence rather than authority. Multi-campus, matrixed environments meant I was accountable for outcomes produced by people who didn%27t report to me — I built the governance structure, assigned accountable owners to metrics, and drove results through persuasion and clarity. That%27s the same job a director does. I%27ve also built enterprise structure around payer risk and value-based arrangements, including Medicare Advantage performance alignment and CMS TEAM bundled-payment strategy across all facilities.
Where I add the most value:
Health tech and services companies selling into hospitals — I%27ve been the buyer. I can tell you quickly whether a value proposition survives contact with a CFO%27s budget cycle, and who actually signs.
Community, rural, and faith-based hospitals and systems — I%27m a NRHA Fellow and I know how rural economics and grant-funded transformation actually work.
Sponsor-backed healthcare services businesses needing margin discipline, turnaround structure, or operating rigor behind a growth thesis.
Workforce, perioperative, and revenue cycle plays — where I currently serve as a board advisor to an early-stage healthcare workforce platform
What I bring to a board is P&L accountability for the kinds of decisions boards are asked to approve. At Presbyterian I led a $35.9M year-over-year operating swing — from a $17.2M loss to an $18.7M positive margin — in twelve months. Earlier, at a rural community hospital, I reversed nine consecutive years of operating losses, sustained positive margin for six straight years, and grew days cash on hand tenfold. Financial performance without clinical performance doesn%27t hold: over my career I%27ve delivered a 69% mortality index improvement and cut nursing turnover by more than half.
The reason that operating record translates to the boardroom is that most of it was earned through influence rather than authority. Multi-campus, matrixed environments meant I was accountable for outcomes produced by people who didn%27t report to me — I built the governance structure, assigned accountable owners to metrics, and drove results through persuasion and clarity. That%27s the same job a director does. I%27ve also built enterprise structure around payer risk and value-based arrangements, including Medicare Advantage performance alignment and CMS TEAM bundled-payment strategy across all facilities.
Where I add the most value:
Health tech and services companies selling into hospitals — I%27ve been the buyer. I can tell you quickly whether a value proposition survives contact with a CFO%27s budget cycle, and who actually signs.
Community, rural, and faith-based hospitals and systems — I%27m a NRHA Fellow and I know how rural economics and grant-funded transformation actually work.
Sponsor-backed healthcare services businesses needing margin discipline, turnaround structure, or operating rigor behind a growth thesis.
Workforce, perioperative, and revenue cycle plays — where I currently serve as a board advisor to an early-stage healthcare workforce platform
Jon Wade is an advisor and board member based in United States, specialising in Hospital and Health Care. They speak English. They are open to advisory board and board director opportunities and are available for introductions through Boardio.
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