"Where one has a chance to take responsibility for one's recommendations, where one has to see through all action stages and accumulate 'scar tissues' for the mistakes and pick oneself up off the ground to gain experience……. By not owning the implementation, consulting is a fraction of the value and a fraction of the opportunity to learn and get better."
Steve Jobs, MIT,1992
Carl Sirio, MD
Dr. Carl Sirio is a Senior Physician Liaison with LifeWings and provides strategic, operational, and clinical coaching to our partners. Dr. Siro builds on decades of healthcare leadership experience and a vision for strategically and practically improving clinical care across settings, quality and safety, patient and professional engagement, and professional education–all with demonstrable outcomes.
Previously, Dr. Siro was CMO and COO at the University of Toledo Medical Center. His responsibilities at Toledo included accountability for operations and strategic planning for all clinical services within the University of Toledo Medical Center. Budgetary control above $230M. The span of responsibility included inpatient and outpatient clinical operations, medical/faculty staff affairs, nursing, ancillary support services, emergency department, cancer center, operative services; quality, safety, and patient experience; clinical health information technology integration; health information management, ICD-10 transition, clinical growth and ongoing transformation in the face of an executed academic affiliation agreement with the Promedica health system; and clinical effectiveness and efficiency for 232+ full-time faculty in wholly-owned faculty practice plan; 1000+ volunteer faculty; over 2700 employees.
Albert Black, Jr., MBA, FACHE
Al Black, Jr. is a LifeWings senior advisor and executive coach with over 35 years of comprehensive executive experience in Healthcare and Operations Management. He assists our partners with ongoing decisions regarding service line operations, cost management, and capital needs. Al is a seasoned Philadelphia market operator, having managed budgets exceeding $500M, led the staff of professional, clinical, and support services. He provided internal and external leadership in management, program planning and development, construction, contract negotiation and oversight, and financial operations.
Before joining LifeWings, Al was the Chief Operating Officer (COO) at the Hospital of the University of Pennsylvania (HUP). Al was responsible for daily operations for the 720 bed Academic Medical Center. Al had direct management responsibility for all non-nursing areas of hospital operations. The hospital has an operating budget of $900M and serves as the University of Pennsylvania Health System's flagship hospital. Responsibilities included establishing goals and implementing strategies to support corporate strategic initiatives, i.e., Streamlining operations and administrative systems, Strengthening technology and information systems.
Al also led developing and implementing customer service initiatives and implementing programs for workforce re-engineering. The Health System includes the Clinical Practices of the University of Pennsylvania Health System and three hospitals, including HUP, with a combined budget of nearly $2B.
R. Scott Altman, MD, MPH, MBA, FACEP
Dr. Altman is a Physician Liaison with LifeWings, providing strategic, operational, and clinical coaching to our partners. A forward-thinking international physician executive with extensive management leadership experience in all phases of the healthcare delivery continuum. An active coach who enjoys working with people demonstrates an unusual ability to distill and integrate multicultural and diverse socio-economic environments.
Dr. Altman has been an active international medical management consultant and speaker for over twenty-five years (including seven years of intermittent work with Joint Commission International). He has traveled extensively, having visited sixty countries, performing healthcare consulting, teaching, surveying and charity work in over twenty.
Dr. Altman spent 27 years as an Emergency Physician at Christ Hospital and Medical Center; a 750 bed, quaternary care teaching hospital serving Chicago’s diverse Southside & suburbs, with a 120,000 visit Emergency Department, Level 1 Trauma, Cardiac, Stroke, and Transplant Centers – and the past five years with Midwest Medical Center in Galena, IL. He returned in 2020 to assist the COVID Strike Force at Christ.
Dr. Altman was an Assistant Professor of Emergency Medicine at Johns Hopkins Medical School in Baltimore, an Honorary Professor at the University of Costa Rica, Central America, and is on faculty at Northwestern University in Chicago.
Dr. Altman has served as:
Consulting (Interim) Medical Director for a 185-bed safety-net hospital straddling underserved and rapidly gentrifying neighborhoods in Chicago.
Vice-President of 152-member multi-specialty medical group with a ten physician Hospitalist program.
Chairman of a 45,000 visit Emergency Department – with four Urgent Care Centers, Occupational Medicine program, Employee Health, and medical transport.
CMO, Midwest Medical Center, an 18-bed critical access hospital in rural Galena, IL.
Michael K. Jhin, FACHE, MBA
Michael Jhin, FACHE, is a LifeWings senior advisor and executive coach for leadership teams and physician groups to navigate the difficult waters of cultural, process, and leadership transformation. Michael has over 30 years of experience leading healthcare systems and providing leadership to The Joint Commission and State Hospital Associations.
After fourteen successful years with St. Luke's Episcopal Health System (Houston, Texas), Michael Jhin retired in 2004 as its President & CEO and was then named its CEO Emeritus. The system is an enterprise of $1 Billion in annual operations with over 7400 employees and 1500 affiliated physicians. In 2003, Fortune Magazine recognized the health system for the second time as one of the nation's 100 best companies to work - one of only four health organizations recognized.
At age 33, Mr. Jhin was the youngest CEO of an academic medical center in the United States. An industry leader in advocating fuller community stewardship, Michael believes in mission performance and corporate performance. Hospitals must do well to do the most good. He established the first-of-its-kind St. Luke's Episcopal Health Charities for the sole purpose of significantly expanding investments in the health of all Houstonians.
Mr. Jhin has returned to his professional roots as an engineer in search of practical approaches to healthcare challenges. His consulting efforts include expanding the adoption of LifeWings' Zero Loss Methodology and spearheading the Greater Houston Health Connect [GHHC] to provide an electronic health record [EHR] for every citizen in the Houston region through a health information exchange.
Susan Bennett, MD, FACC
Dr. Bennett is a Senior Physician Coach with LifeWings. In her role, she helps Physicians and Executive leaders navigate today's challenging landscape toward Triple AIM.
After 22 years of clinical practice in academia (3 years) and then community-based practice, Dr. Bennett made a hard decision and left to pursue a position more aligned with her longstanding interest in quality of care and Triple AIM.
Since the late 1990s, Dr. Bennett is aligned with George Washington University Hospital to build and run its Women’s Heart Program. Among several healthcare innovations, they embedded a nutritionist and exercise physiologist in the clinic, which increased patient engagement and more effectively led patients towards prevention.
Dr. Bennett also sat on Medstar’s committee for Innovation in Health Care Delivery, interacting with leaders on patient safety and envisioning better ways to achieve the Triple Aim. With several other vital cardiologists, she formed and obtained outside funding and led a non-profit that helped increase providers' knowledge of the gender difference in heart disease. Dr. Bennett’s team surveyed leading thinkers in the national healthcare arena. It convened a conference to gain a better understanding of needs and solutions to close the gender gap.
Richard Doss is Senior Vice President LifeWings Peak Performance, and for over 19 years has been delivering impactful Healthcare client solutions through process improvement, engineering, and change management strategies. Mr. Doss has extensive experience driving the client's safety and cultural transformation to effectively streamline processes, reduce medical errors, improve staff morale, reduce expenses, and maximize patient and physician satisfaction. Mr. Doss is a Catalyst in developing client solutions ahead of COVID19 challenges, healthcare reform legislation, and other CMS changes affecting hospitals and health systems. Upon joining LifeWings, Mr. Doss instituted a formalized five-step sales model. He trained the entire executive team to engage the client more directly, listen to needs, frame the issues, envision the future, and gain contractual commitments.
Before joining the LifeWings team, Mr. Doss spent 6-plus years with RWD's Performance Solutions group. While at RWD, he launched a successful healthcare performance solutions practice by developing vital senior advisors and a team of process experts to solve healthcare clients' business costs, waste, quality, and delivery issues. At RWD, Mr. Doss also retooled media and public relations campaigns by partnering with Edelman, the top healthcare PR firm in the country, to enhance exposure and brand recognition. Healthcare engagements Mr. Doss has initiated and supported over the last 18 years include Mayo Health Systems, Main Line Health, Allina Health Systems, St Luke’s Episcopal Health System, Fairview Health Services, Broward Health, Healthcare District of Palm Beach County, Charleston Area Medical Center, Thomas Jefferson University Health System, Hospital Sisters Health System, Stamford Hospital, University of Minnesota Medical Center, Yale/Hospital of St. Raphael, Baylor Health Care System, Huntsville Hospital, and Harris Health System.
Eric Logue, MHA, MBA
Mr. Logue specializes in strategic planning, managed care negotiations, and process optimization. With over 21 years of experience, Mr. Logue has a proven track record of successfully working within hospitals and, externally, as a strategic/operations consultant for academic medical centers, multi-hospital systems, and payers.
His experience includes using and developing models and presentations for market assessment, process redesign, managed care negotiations, and payment redesign, i.e., ACO's. Consistent success negotiating managed care contracts in multiple states in a fee-for-service environment and a value-based environment. Before returning to consulting, Mr. Logue led managed care negotiations and operations for a large not-for-profit system across a four-state region.
Tom Johnson is a results-oriented Lean professional with 22 years of Lean implementation experience; his Lean knowledge was derived from working directly with a Toyota Trained Sensei at Mondelez International. Mr. Johnson has assisted clients in both Greenfield start-ups and implementation at existing sites. Tom has extensive experience with labor planning, labor tracking, managing multiple teams, and matching staffing to demand in both union and non-union environments. He has assisted clients with the initial planning of a lean rollout, the development and delivery of training material to employees at all organization levels. Tom is an expert at mentoring and working alongside clients to implement TPS improvement methods, using all necessary lean tools.
Tom has many client success stories that include knowledge transfer, product or process launch, performance improvement, and positive revenue gains. He has direct experience with all lean tools, including Kaizen, Kaikaku, Quick Change over, Andon signaling, TPM (Total Productive Maintenance)Kanban/JIT, Continuous Flow Value Stream Mapping, Root Cause Problem Solving, and Lean Layout.
Jose Antonio Caraza
Jose began Healthcare, Manufacturing, and High Technology consulting in 2002. Jose is a bi-lingual professional (Spanish – English), and brings 15 years of systems, supply chain, consulting, and project management experience to his client engagements. He supports clients by providing coaching and mentoring in strategy, profitability, and operations management. During his consulting experiences, Jose has served Fortune 500 clients in designing, training, and implementing high performance operating systems and cultural transformations.
Jose has led and managed teams at Aero Mexico, G.E. Lighting Systems, Hussmann American, Valvulas Orion, Vitro Flotado Monterrey, and Celestica.
Jose brings proven leadership in designing and implementing high performing systems to achieve rapid change and unprecedented results for his clients. His coaching and experience have allowed him to implement, manage, and transfer knowledge to clients in many different business environments. Jose also has experience with the introduction of new products and technologies. In this role, he was responsible for concept design, systems development and integration, negotiation and follow up with suppliers, training of all team members and customers to take full advantage of new processes and products, creating competitive advantages.
Jose previously served as a professor at Tec de Monterrey, in Monterey, Mexico. As part of Monterrey's duties, Jose served as the liaison with several multinationals that received business incubator, consulting, and business operations services from within the Manufacturing, Industrial Engineering, and Computer Science departments.
formed Vital Signs Research, a full-service healthcare market research firm that, in addition to other projects, conducted 16 focus groups at four Air Force bases to develop an international wellness program for them. From 1995 until 1998, she managed Healthcare Corporation of America's (HCAs) bi-lingual corporate brand campaign and product development and managed and conducted focus groups at numerous HCA facilities.
Some of the focus groups and qualitative studies Rhonda has conducted and managed include:
Nurse managers to develop a National Women's Health product line.
Marketing directors to assess the effectiveness of corporate programs.
E.R. personnel to correlate best-demonstrated practices with patient satisfaction
Oncologists and oncology nurses to look for value-added services
Medical practice managers to discuss the transmission of claims via the Internet
CEO’s, managers, and previously injured workers to create wellness incentives
Children and teachers to test an Internet wellness curriculum site
Mothers of infants to improve maternity services at a hospital
Diabetes patients and their families to develop a national product line for hospitals
Rural community members to discuss unmet healthcare needs and local services
Patients with chronic conditions to discuss the potential of medical homes
Steve brings over 19 years of experience working with healthcare organizations to solve communications challenges. His career work has focused on integrating technology, innovation, and medical practice and delivery, with stakeholder groups, including pharma, patient advocacy groups, labor groups, government, technology providers, and hospitals.
Steve has led internal communications campaigns for organizations including Johnson & Johnson, Pfizer, City of Hope, GE Healthcare, Philips, the National Cancer Institute, General Physics, Boston College, and Massachusetts General Hospital.
In 2000, Steve worked with City of Hope, a Los Angeles based cancer research facility, on a rebranding campaign. The project involved a national perception audit, collateral material development, web design, direct marketing, and media relations.
In 2004, Steve developed the training demo for the global launch of a new Philips imaging system that included new MRI tech workflows, processes, and patient protocols.
From 2005 to 2007, Steve built the first working community for the National Cancer Institute to accelerate cancer research. His work there involved persuading senior leadership of regional cancer centers to participate in a national data-sharing collaborative. He created the external P.R. campaign to develop public support and the internal cancer community alignment series that sparked a new collaboration spirit.
In 2011, Steve led the national launch of Text4Baby, a free prenatal care education service for underserved populations. Based on a groundbreaking assessment, the grassroots campaign found that 95% of expecting low-income mothers would use a text messaging-based service versus other forms of outreach, including direct mail and emails. Text4Baby campaign launched in partnership with local community health clinics.
Mr. Todd Hensley brings sixteen years of first-hand experience in application and consulting in the adoption, training, and implementation of the Toyota Production System. He supports clients by providing coaching and mentoring in lean principles through training and hands-on assistance during the execution of lean operating systems at their facilities.
During his consulting experiences, Mr. Hensley has proudly served clients in designing, training, and implementing high functioning operating systems and cultural transformations based on the Toyota Production System. He has managed teams at organizations such as Daimler-Chrysler, Carrier Corporation, MainLine Health, Charleston Area Medical Center, CSM International, Global Engine Manufacturing Alliance, Ford Motor Company, St. Luke’s Episcopal Hospital, Hill Country Medical Center, St. Luke’s Health System Boise, Pinnacle Food and Amazon.
Mr. Hensley has brought proven leadership in the design and implementation of lean to achieve systemic transformation and unprecedented results for all clients.
His deep understanding of the Toyota Production System, and the many phases necessary for sustainable implementation of Lean, were built through his six years of experience at Toyota Motor Manufacturing Kentucky. His training and experience have allowed him to implement, manage, and transfer knowledge to clients in healthcare environments. Mr. Hensley has led and or been directly involved in transformational applications in the following healthcare service lines: Central Sterile Supply, Surgical Servcies, Emergency Department, Lab Services, Ultrasound, MRI, CV Outpatient Services, Heart and Lung Transplant Clinic, Food Services, Radiology, CT, Nuclear Medicine, Neuro-Vascular Radiology, Pre-admission Admissions Testing, Preoperative/Recovery, Cath Lab, Transportation, Plant/Facilities, and Environmental Services.
Michael is a LifeWings Senior Advisor and Strategic coach with over 15 years' experience and extensive background specializing in strategy, operations, and analytics. His work as both a consultant and within health systems has provided him with the ability to inspire and guide the client's thinking when addressing challenges organizations confront in healthcare today. Michael is self-motivated and a team player with a unique ability to bring together varying organizational stakeholders towards a strategic vision. He has successfully assisted various organizations in preparing to execute as they transition from traditional fee-for-service operations a value-based model of care delivery. Michael has led successful Clinical Integration, Care Delivery, Payer Negotiations, and Revenue Cycle projects over his career, including developing the reporting capabilities for a multi-system Clinically Integrated Network. Michael also has extensive experience with initiatives to manage value and risk-based contract performance for Medicare and Commercial lives.
Critical project experience: Revenue Cycle/Analytics
Developed complete analytics/reporting team for a ten-hospital revenue cycle with over $3 billion in revenue and $450 million in A/R.
Responsible for operational improvements resulting in a decrease of 10 days A/R and an increase in $5M in monthly cash collections.
Built detailed cash projection model, utilizing historical trends and recent revenue receipts, resulting in projection accuracy within 2%.
Critical project experience: Clinical Integration, Care Delivery, Payer Negotiations
Led assessment of a leading health system's CIN with ~500k in managed lives, including identifying opportunities for both cost reductions and revenue enhancements.
Led the development of preferred SNF network for a successful Medicare Pioneer ACO.
Managed the successful performance and provider operations of a Medicare Advantage plan with over 20,000 lives in shared savings/risk arrangement over 2+ years.