Dan Dourney

Bio

Alvarez and Marsal Director (Contract)                                                                                                           2008–PresentCurrently providing strategic consulting services to corporate healthcare clients as they adapt to an ever-changing marketplace. Projects include operational reviews, process reengineering, software and systems changes, and financial streamlining.  Select Medical CorporationPresident, South Division                                                                                                        2007-2008Oversaw all functions across 9-state region with 275 free-standing outpatient rehabilitation locations. Held P&L responsibility for $250 million in net revenues and led team of 12 management direct reports. Brought on board for migration of different cultures from several merged companies. Key Contributions:§  Transformed 17% negative deficit to 5% positive margin within 9 months - trained staff, changed patient treatment philosophy, and developed multiple additional solutions to facilitate improvements.§  Restructured team by eliminating non-productive positions, and hiring/promoting individuals who embraced the company’s new direction. §  Reduced employee turnover from 31% to 13% and cut the use of non-licensed personnel by 97% to comply with new Medicare and Federally-Funded policies. HealthSouth CorporationSenior Vice President, Eastern Operations                                                                             2005-2007Directed 15-state region with 330 free-standing outpatient rehabilitation locations, supervising team of 6 directors. Accountable for management training, day-to-day operations, benchmarking and planning, and revenue growth, including expansion and relocations.  Promoted to turn around under-performing locations and improve key metrics including profit, employee retention and operational efficiency. Key Contributions:

 HealthSouth Corporation (continued)§  Saved $5 million per year by closing/consolidating 22 under-performing locations. Traveled region-wide to reverse poor performance and redirect strategic initiatives, migrating patients to other sites and eliminating redundancies. Drove 10-point EBITDA increase for the division.§  Cut employee turnover from 44% to 24% and eliminated 32 management positions to improve margin. Senior Vice President, Western Operations                                                                             2003-2005Led 19-state region with 225 free-standing outpatient rehabilitation locations, supervising 7 upper-level management personnel and holding full P&L responsibility. Hired, trained, and evaluated management team members. Promoted to restore operations following charges of fraud and subsequent government intervention; used benchmarking and strategic planning to stabilize operations. Oversaw SOX compliance matters. Key Contributions:§  Reversed margins from 11% loss to 9% gain within 10 months by meeting with teams in each market and implementing action plans; restored profitability within 7 markets (TX, CO, AZ, NM, NV, CA, and HI). §  Lowered exposure from $7 million to $3 million in claims by identifying Worker’s Compensation pre-employment screening tool for large waste management company.§  Saved $3 million by cutting 15 management positions and closing unprofitable sites.§  Reduced employee turnover from 34% to 15% and established Critical Success Factors that increased use of licensed personnel, with subsequent improvement in quality of care.  Group Vice President / Vice President                                                                                    1994-2003Initially promoted to Vice President and then moved up again to direct operations for 105 ancillary outpatient healthcare locations (surgical centers, diagnostic sites, physician practices, and rehabilitation locations) with annual net revenues of $235 million. Led team of 15 with accountability for P&L, staff retention and training, benchmarking and planning, budget administration, and broad-based strategic initiatives. Key Contributions:§  Generated over $90 million in EBITDA for the company and achieved 38% margin for surgery, rehabilitation, and diagnostics operations across Florida.§  Implemented resyndication process that added 57 new partners across the surgery business portfolio. §  Improved productivity 90% and grew margins from 14% to 25% in outpatient rehabilitation segment.

Earlier positions with HealthSouth Corporation:Area Manager / Administrator / Clinical Coordinator 

Personal slogan or motto

You can't always get what you want, but if you try some times, you get what you need.

Areas of expertise

Healthcare Operations Management Value Creation Problem Solving Leadership Surgery Centers Diagnostics Physician Practice Management Rehabilitation

Personal Website/Blog URL

http://www.linkedin.com/in/dandourney

Public Profile

www.fastcompany.com/user/133740

Professional History

Consultant, Alvarez and Marsal

Private, Consulting industry

Currently providing strategic consulting services to corporate healthcare clients as they adapt to an ever-changing marketplace. Projects include operational reviews, process reengineering, software and systems changes, and financial streamlining.

Educational History

SUNY @ Upstate Medical Center, New York, United States
Bachelor’s degree, 1978.
Areas of study: Physical Therapy
Awards: Honors
Activities and societies: Anatomy Club

SUNY @ Geneseo, New York, United States
Some college, 1976.
Areas of study: Biology/Chemistry

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