Tim Adams, MD

As a full-time anesthesiologist and practice manager, I fully recognize the importance of leadership and group culture in the success of an anesthesia department.  Development of effective leaders and an appropriately aligned group culture requires time and effort that cannot be outsourced to an anesthesia management company.   In spite of these fundamental truths, facilities are once again looking to outsource what should be a hospital’s core competence.   A more viable strategy involves a closer look at the fundamentals that will bring about long-term success.

 

Randy Garner

As a member of the Medical Group Management Association, American Hospital Association, and American Management Association and the co-author of the chapter “Anesthesia Group Management and Strategies” in the book The Handbook of Healthcare Delivery Systems as well as being a contributing author to various healthcare publications, I have over 30 years of healthcare business and leadership experience. Of those 30 years, over 24 years has been directed at managing, developing, mentoring and realigning anesthesia practices and departments on a national basis. In today’s fast-paced progression of change it is imperative that physicians develop or be mentored in professional and personal leadership, culture and vision development, change facilitation, and business acumen. All of these attributes are critical to the obtaining and maintaining a successful business enterprise. There’s not much that I haven’t seen through the years. The most common piece of advice…diligently seek out and have a willingness to be mentored.

William Hass, MD, MBA

After more than thirty years of providing anesthesia in a wide variety facilities across the United States and with more than twenty five years of developing and managing contract anesthesia services, I feel that facilities are not only repeating the mistakes of the past, but possibly creating newer and greater problems, by using ineffective consultants and expensive practice management companies.  I believe that many anesthesia practices could benefit from a strategic break to retool for the future.

 

Calvin S. Mann, CRNA, MSN

I am a graduate of the University of Pittsburgh and having been practicing anesthesia for over 14 years.  I've worked in the University setting and in the small town bread and butter ORs.  There has been a noticeable change in the anesthesia world.  As anesthesia continues to evolve, it has become paramount that anesthesia providers continue to evolve with it.  No longer can it be everyone man for himself.  In order to survive and thrive in this complicated practice that we are in, it has become time for anesthesia providers to come together and collaborate on efforts to provide the best patient care possible, while remaining fiscally sound.  It's time to think outside of the box.  It's time to look beyond the here and now and look forward to long term stability and growth.

Jeremy Cushing, CRNA, MSNA

As an anesthetist for the past 12 years, I have been a part of several CRNA employment arrangements including CRNA owned groups. With over 15 years of experience with leadership training and facilitation management  I have been able to use those skills in the Anesthesia practice arena as Anesthesia providers can be very adverse to change. I am a firm believer that locally owned and operated Anesthesia practices working in a collaborative fashion provides the most stable and rewarding environment for our communities and our patients.

H.C. Kwok, MD

Anesthesia departments should take advantage of today's wide availability of communication media and technologies to streamline it's operations.  Whether it be group meetings about business or departmental protocols, coordinating a call schedule, or information exchange between group members that need to be shared, it is important that anesthesia departments has a way of constantly evaluating and implementing the different types of information technologies that is available.  The spectrum ranges from free services readily available on the internet to paid consultants who will build a personalized system for the group.

DONNELL W. HORD, JR., CPA
 
“It is immensely satisfying to collaborate with anesthesia and other professionals on a client’s team of advisors who share a common passion for developing an environment of enduring success for their anesthesia group”
 

Donnell has years of healthcare practice management experience, analyzing business operations, forecasting, and strategic planning to meet a practice’s goals and objectives.   
 
His career has included fourteen years of public accountancy practice.  He was the chief financial officer with a large multi-state anesthesia practice characterized as a high quality provider of clinical anesthesia, anesthesia department management, anesthesia information management, and related services collaborating with facility senior management and anesthesia  providers to create, implement & control financial and business policies for its operations.  He is now primarily engaged as co-founder and managing member of HM MedPro Solutions, LLC offering Office and Hospital based healthcare providers a full range of revenue cycle management, practice management, coding and credentialing services.
M.S. in Taxation, San Joaquin College of Law, Fresno, CA;   B.A., Business Economics and Accounting, University of California at Santa Barbara, CA;  Member:  Healthcare Billing & Management Association