About Rodney Reider
Healthcare President and CEO
For more than 25 years, I have been intimately involved in the healthcare industry and have positioned organizations to adapt to the continuously and rapidly changing healthcare environment. I have worked with boards, physicians, employees and the community to strengthen core services to customers, optimize performance and identify best practices and strategic alliances for new business development.
My ability to think strategically and hold a long-term focus while providing leadership drawing physicians, employees and others toward a common goal is a skill which I would bring to any new challenge. As an enthusiastic leader, I am able to motivate my team by identifying each team member’s strengths; incorporating these strengths into a specific and unique role for each team member.
Cosourcing partners – 2018-present
Leverage executive leadership and healthcare expertise to provide strategic guidance to diverse healthcare clients, including three Idaho payers and KA-Ventures, a global company that identifies, accelerates and deploys technologies that improve patient care and operational efficiency. Serve as advisor and international healthcare services ambassador for Young Jewish Professionals (YJP) of New York.
Trinity Health – 2010-2018
Saint Alphonsus Health System – President and CEO – 2014-2018
Promoted to lead five-hospital system ($972M in annual net revenue), with 500 physicians and advanced practitioners, 21 joint ventures, 88 clinics and a 2,500-physician clinically integrated network serving residents in Southwest Idaho and Eastern Oregon. Named governing member of three Trinity Health teams: Revenue Innovation Excellence, Physician Executive Leadership and Patient Experience Leadership. Direct reports: 19, with oversight for 6K FTEs. Net operating revenue over expenses: $66M.
Saint Alphonsus Regional Medical Center – President (2010-2014), Boise Idaho
Recruited to deliver financial, operational and cultural turnaround of system’s 389-bed flagship hospital ($750M in annual net patient revenue) hampered by physician exodus to competitor organization, declining patient volumes and poor community reputation. Served as Trinity Health representative for system-wide integration of all regional health ministries. Direct reports: 12, with oversight for 4K FTEs. Annual capital spend: $18M. Annual operating budget: $534M.
Aurora Health Care – 2007-2010
Aurora St. Luke’s Medical Center – Vice President, Milwaukee, Wisconsin
Brought in as second-in-command for system’s 938-bed flagship hospital ($1.7B in annual net patient revenue) and Vince Lombardi Cancer Clinic. Provided daily operational leadership, while also overseeing four Emergency Departments in Milwaukee and 11 cancer centers. Charged with executing growth strategy and ensuring operational excellence across service lines. Chaired Physician Information Technology Committee and served as governing member of system’s IT Steering Sub-Committee. Direct reports: 16, with oversight for 7K FTEs. Annual operating budget: $990M.
Spectrum Health Partners, LLC – 2006-2007
Consultant - Brentwood, Tennessee
Performed specialization work in financial and operational performance improvement services for the healthcare industry. This included merger and acquisitions, management transitions and financial operations.
Community Health Systems/University of Pennsylvania Health System – 2005-2006
Chestnut Hill Health System – President/Chief Executive Officer - Philadelphia, Penn.
Administered all aspects of a 2-campus urban and suburban health system (Net Revenue: $413M) which included an acute care hospital, independent and assisted living, rehabilitation hospital, geropsych, adult daycare, women’s health center and physician clinics. Total bed capacity: 416. Residencies in Surgery, Internal Medicine, Family Practice, Obstetrics & Gynecology and Podiatry were also coordinated through the health system.
Mercy Health Partners – January 2002 to May 2005
President/Chief Executive Officer
Mercy Franciscan Hospital – Mt. Airy, Cincinnati, Ohio – 2002-2005
Mercy Franciscan Hospital – Western Hills, Cincinnati, Ohio – 2003-2005
Managed operations for a 297-bed facility ad a 248-bed facility [$400M, 1700 FTES] which included a university residency program and freestanding clinics. This led to a financial improvement at both hospitals; in fact, the first profitable year for one site (in 7 years) and improved the other by 30% while improving market share at both.
HCA – 1997-2002
President/Chief Executive Officer, North Monroe Medical Center, Monroe, Louisiana – 2000-2002
Oversaw all aspects of operations for a regional 293-bed tertiary facility and 50-bed rehabilitation hospital. This growth was necessitated due to business development an unmet demand. Managed 960 FTEs, increase EBDITA to $26 million per annum while reducing EEOB to 3.3.
Administrator, Los Robles Regional Medical Center, Thousand Oaks, California – 1998-2000
Managed operations of a 3 campus, 225-bed acute care tertiary facility with EBITDA of $32 million per annum, 1,027 FTEs and an approximate EEOB of 4.2. Administration and coordination of all hospital and systems activities; including, but not limited to SurgiCenter, Urgent Care Center and working with UCLA in the development of programs and research.
Vice President – Operations, Far West Division, Los Gatos, California – 1997-1998
Reporting to the Division CEO oversaw the operations of 15,681 FTEs at 21 hospitals, including tertiary, 15 surgery centers and 11 home care agencies, generating $2.2 billion in net revenue. Institutes operational improvement plans throughout the division resulting in increased profitability.
Memorial Health System – 1993-1996
Associate Administrator/COO - Saddleback Memorial Medical Center, Laguna Hills, California – 1993-1996
Managed the operations for 223-bed acute care facility with 950 FTEs. During the first year served as the acting CFO/Director of Decision Support handling all financial reporting and budgeting. The second and third years served in the Chief Operating Officer role. Developed and implemented systems/controls leading to a financial turnaround form $11 M and $7M loss to a profit of $4.1M. Established strategic development and business plans while working with the community on programs to maintain the hospital’s role as a community asset. Worked with UCI in OB/Gyn residency programs for placement and oversight.
AMI - Director of Program Development/Operations, Irvine Medical Center, Irvine, California – 1991-1993
Board member and project leader with University of San Diego joint ventures and University of California – Irvine faculty. Various full-time positions with leading companies including Adventist Health/Corona Community Hospital (4 years), advertising agency and manufacturing firm while completing graduate degrees
Doctorate of Arts - Harrison Middleton University
Masters of Business Administration – Loma Linda University
International Scholar – Curtin University, Western Australia – International Business
Masters of Science – Cal Poly Pomona
Bachelor of Arts – Chapman University
International Scholar – Salzburg Austria – University of Redlands