Description
Abstract about governance and leadership cultivation.
Steven G. Sloate Page 1
Curriculum Vitae
Professional Competency and Effectiveness
Mr. Sloate has 30+ years of executive management experience in academic medical centers, health systems and
entrepreneurial initiatives in very challenging markets. In addition, Mr. Sloate has held executive and governance
leadership roles in a national turnaround management company and three venture capital based start?ups at the
intersection of the healthcare industry, software development and intellectual property management.
In all professional endeavors, Mr. Sloate has focused primarily on strategy, performance acceleration, and business
development as either a member of the executive management team or consultant to the executive management
team and Board of Trustees.
Governance and Leadership Cultivation
Please note extensive Board engagement, education and governance experience is highlighted in other sections
e.g., Cambio, MicroMass, Boca Raton Community Hospital, Duke and Shands at the University of Florida.
? University of New Mexico (2011 to current) – assist newly appointed President with transition plans,
Board and executive team evaluation, and strategic planning structures and processes to support the
President’s office, and development of university wide strategic plan.
? University of Connecticut Health Center (2011 to 2014 – assist newly appointed Executive Vice President
and Dean, School of Medicine with transition plans, Board and executive team evaluation, interim
management of BioScience Connecticut ($1.1b investment in infrastructure, scientific operations and a
strategic partnership with The Jackson Labs) and development of a strategic planning and performance
monitoring program.
? University of Texas Medical Branch (2012 to current) – assist newly appointed Executive Vice President,
Provost and Dean, School of Medicine with transition plans, environmental assessment and strategic plan
development for the academic enterprise.
? Stanly Heath Services/Stanly Regional Medical Center, and Betsy Johnson Hospital, NC (2006 – current)
– Al Taylor, CEO, engaged Cirra at BJRH to work with the Board, physician leadership and management to
defeat a hostile takeover attempt ultimately leading to a management services agreement with a regional
health system. Mr. Taylor engaged Cirra again at Stanly to work with the Board, physician leadership and
management to develop a strategic plan and implement performance?monitoring program in a highly
competitive marketplace. In addition, Cirra has led the Board and executive management team through
the creation of a 10 year management services agreement and merger with Carolina’s Health System.
? Beaufort Memorial Hospital (South Carolina 2010 ? 2014) – working with Board and CEO to create the
future picture – BMH2020, conduct various Board and management retreats on health reform, work with
CEO on medical staff relations, technology plan, capital strategy and a scenario team under health reform
constraints.
Steven G. Sloate
1104?D McGavran?Greenberg
Hall
UNC Gillings School of Global
Public Health
Phone: 919.966.7377
Email: [email protected]
Steven G. Sloate Page 2
? American Humane Association – AHA (2010?11) – work with Board, executive management and all
stakeholders to develop a future picture – AHA2020 – used by the 130 year old international philanthropic
institution to guide a turnaround and strategic decisions in service to children and animals.
? Together for Kids – T4K (2009 ?2011) – work with the Board, CEO, 40 member children’s hospitals,
corporate sponsors and individual donors to create the strategic and turnaround plan for the troubled
organization. Worked to secure a national celebrity relationship with Delilah and her 8m listeners and
raise private donations. The organization ultimately decided to cease operations due to cash flow
challenges and member hospital cut?backs.
Strategic Management Structures and Processes
In almost all employed leadership positions and engagements, Steve has worked with Boards and executive
management teams to develop strategic plans, business plans, feasibility studies for institutions, businesses and
clients using proprietary performance?based methods and tools developed through 25+ years of applied research.
The approach designed emphasizes educating strategic managers through standardized but decentralized methods
and tools that result in the linking of strategy and action through a performance monitoring and reporting system.
In addition, he teaches strategic management courses in multiple executive master’s programs.
? Please see University of Texas Medical Branch, Kent State University, Stanley Regional Medical Center,
Beaufort Memorial Hospital, UNC Gillings School of Global Public Health, Smart HouseCalls, T4K, AHA,
Greenville Health System/University of South Carolina, Boca Raton Community Hospital as examples
detailed elsewhere.
? Gillings School of Global Public Health at University of NC, Chapel Hill (2010 to current) – counsel the
Dean and leadership team, led the development of the future picture – SPH2020 and facilitate the task
forces charged with responding to the Critical Questions posed by the gap between 2012 and desired
2020. The Critical Question task forces included Teaching and Learning, Revenue Generation and Global
Development.
? LaamScience, Inc. (2008?09) – Consult with CEO and Board to develop the strategic plan, business plan,
business development initiatives and pursue capital formation options for an early stage private equity
company that developed an antimicrobial coating technology (licensed from North Carolina State
University College of Textiles) with profound application potential for the management of infectious
disease. LSI has a core platform technology: light?activated (sunlight, fluorescent, incandescent)
photoactive dye compound coatings that reduce, by 99.99% or more, populations of pathogenic viruses
and bacteria on surfaces to which it is bonded. The coating provides the solution to an increasingly
difficult global issue – the spread of infectious disease by contact transmission e.g., MRSA and Swine Flu.
? PracticingSmarter, Inc., Investor, Principal and Advisory Board (2001?05) – Governance and management
roles were held in a national business intelligence software leader in the alignment of institutional
strategy through the design, development and implementation of the balanced scorecard in healthcare.
Responsibilities included identification, evaluation, and negotiation of joint ventures, partnerships, and
strategic alliances. Joined the management team to lead business development initiatives including
growth in the National Rural Hospital Program and new product development for academic medical
centers. Worked with client Boards and administrations to design and implement balanced scorecards
that align strategy with action through purposeful and targeted interventions. Sold company in 2005.
? Duke University Medical Center and Health System Associate Vice Chancellor (12/92 to 4/96) The
medical center and health system is comprised of the academic schools and programs, research
enterprise, extended provider network, multi?state and international affiliations, managed care, home
care, primary care, faculty group practice, hospital and core management services with total revenue
exceeding $1 billion. As one of seven members of the Chancellor’s Executive Management Group,
Steven G. Sloate Page 3
responsibilities spanned the strategic services including institutional strategic planning, program
development, product development, marketing, publications, media relations and public relations.
o Developed core strategic and business planning functions for various academic and health system
operating units: Medical School, Nursing School, research enterprise, Duke Health Network sizing
model for physician, hospital and clinic capacity needs, master affiliation program, primary care
acquisition strategy and insurance product development. Led space program development for the
ambulatory services building and children’s hospital. Downsized projected ambulatory facility by
standardizing space requirements which enhanced productivity and was accepted by faculty. Led
faculty based primary care network development to move off campus in distributed network.
Coordinated market?based planning for Centers: Cancer, Heart, Women's, Children's, Digestive
Diseases, Ambulatory Surgery, Transplantation, and Prevention and Lifestyle Management services.
Led business plan development for core services: human resources, information services,
development, continuing education, telemedicine, technology transfer and a clinical trials
organization.
o Developed first institutional market plan, integrated all decentralized marketing activities and
initiated an institutional brand management program to position Duke University Health System.
Coordinated all internal and external communications functions: public relations, marketing,
publications and the news office. Enhanced local media relations and expanded
national/international media coverage for numerous research and clinical initiatives. With the
Hospital COO and Assistant Vice Chancellor for Human Resources, co?led workforce reduction
initiative and community relations components with extensive minority affairs dimension. The
process successfully eliminated 1700 positions and $70m with fewer than 150 layoffs.
? University of Florida Health Science Center and Shands Hospital and Health System
Assistant Vice President for Health Affairs ? 11/91 to 12/92
Vice President, Planning and Marketing ? 11/87 to 12/92
Vice President, Planning ? 11/86 to 11/87
Director, Planning ? 6/82 to 11/86
Administrative Resident ? 8/81 to 6/82
o While simultaneously holding the Shands position, the AVPHA position included responsibilities for
the coordination of a strategic planning process for the UF Health System and the various operating
units of the Colleges of Medicine, Nursing, Pharmacy, Health Related Professions, Dentistry and
Veterinary Medicine. The Health Science Center annual budget exceeded $400 million (FY 1991?92)
and employed 2500 people. This position reported to the Vice President for Health Affairs and
Chairman of the Shands Board of Directors.
o As a private 501(c)(3) corporation, a 568 bed academic hospital, ambulatory services and homecare
provider for the J. Hillis Miller Health Science Center, Shands' annual gross revenue exceeded $350
million (FY 1991?92) and employed 4000 people. The office coordinated the planning and marketing
for the Southeastern Healthcare Foundation, Inc., the sister corporation to Shands that held various
joint venture enterprises.
o Responsible for the strategic planning process, business development initiatives, marketing functions,
managed care office, the Certificate of Need process, inter?institutional affiliation programs, and
served as a government liaison to various regulatory and legislative bodies. The position reported to
the hospital CEO.
Steven G. Sloate Page 4
Health System Design and Development
Extensive experience with various dimensions of creating sustainable integrated academic and non?academic
health systems from within complex institutions and for external components negotiating with health systems
under various healthcare reform scenarios. Examples are arrayed by the following competencies:
Competency: Population Health Management
? IBM (2011 to 2013) – facilitate the ‘gamification’ of IBM’s global wellness program through the
coordination of multiple software vendors, suppliers and subject matter experts into a virtual platform
deploying gaming techniques and technology to accelerate behavior modification under the direction of
Joyce Young, MD, Well Being Director, Performance Measurement and Health Improvement.
? Smart HouseCalls, Investor and Advisory Board (2010 – current) – work with founder to develop the
business plan and secure capital for the internet?based VOIP telehealth/telemedicine start?up with a
unique platform for primary care providers to increase productivity, reimbursement and comply with all
requirements of health system integration.
? REACH Call (2010) – work with Founders, Board, external council and executive management team to
assess intellectual property and secure software source code from developers in India in a relationship
that had soured and jeopardized a $7m venture capital investment. REACH Call is a telemedicine platform
for remote neurological services with more than 150 U.S. hospital installations.
? MicroMass Communications, President and Executive Vice President (4/1996 to 9/1999) – Established
and led the executive management team at the privately held communications software company that
provided technology enabled relationship management programs, applications and services to
pharmaceutical manufacturers and national associations. The core technology and services enabled
clients to foster one?on?one personal relationships with large and diverse customer populations.
Applications included tailored communication programs for treatment adherence, disease management,
behavioral compliance, health plan member management, and capital campaigns.
o As a minority owner and President, led the company reorganization, secured additional venture
capital funding, recruited and managed leadership in operations, engineering, sales and
marketing. As MicroMass positioned for either sale or IPO, we flattened the organization
creating four EVPs, recruited a President that had taken companies public and turned my focus
to business development through strategic partnerships, sales and joint venture development.
Doubled revenue and extended company beyond pharmaceutical industry into other health
sciences programs such as digitizing the science?base of the American Heart Association.
Competency: ‘Big Data’ and Health Informatics
? Kent State University (2010 – 2012) – worked with Provost to develop feasibility study for a Health
Informatics Institute bridging multiple campus colleges/programs, NEOMED, academic and corporate
partners. Work with program director and Dean to design and teach the inaugural Capstone course for
the executive Master’s in Business Administration – health sector management concentration program.
Mergers, Acquisitions, Affiliations and Public/Private Partnerships
? Stanly Heath Services/Stanly Regional Medical Center and Betsy Johnson Regional Hospital NC (2006 –
current) – see management services agreement and merger related services described in Governance.
? Greenville Health System and University of South Carolina (2009?11) – Conduct a comprehensive
feasibility study on the establishment of a four year medical school embedded as an education model
within the Greenville Health System. Work with GHS leadership on the structure of the affiliation
Steven G. Sloate Page 5
agreements with USC School of Medicine. The educational program will target the production of
physicians competent in the interdisciplinary delivery of medicine within comprehensive integrated health
systems structures and processes. Rather than emphasize heavy research in the basic sciences, the
medical school will emphasize research in comparative effectiveness, health systems and related health
policy challenges facing the nation.
? Florida International University College of Medicine (2009?10) – partner with EnGarde to work with Dean
and executive management team to evaluate the feasibility of a public?private partnership to build the
Medical City at the Miami international Airport.
? Boca Raton Community Hospital, Inc. (2005?08) Negotiated agreements among the University of Miami,
Florida Atlantic University and a regional health system in South Florida to create a new regional medical
school and academic medical center. The regional project required a complex public/private affiliation
and venture structure fueled by a total capital investment of greater than $750m, including a complex
land lease up through the State Cabinet and into the office of then Governor Bush. As part of the related
$250m development campaign, assumed interim Executive Director of the foundation and cultivated and
negotiated philanthropic gift agreements in excess of $100m. Consulted with the Board and executive
management team from 2005 ?2007 and then joined the executive management team as Senior Vice
President and Chief Strategy Officer through February 2008. Worked with the National Patient Safety
Advisory Board, corporate partners, and architects to design the operational processes and space
program for the ‘Safest Teaching Hospital in America”. Led business development initiatives with
community physicians, development of open heart program, expansion of 4
th
largest cancer center in
Florida, and management of primary care practitioners conversion to concierge medicine.
? Consulted with hospital clients and the national Community Catalyst advocacy group to thwart
conversions of charitable community assets at below fair market values, educate Boards and state’s
attorneys general as to appropriate valuation processes, and to ensure that access to healthcare in rural
markets is not negatively impacted by unfair conversions.
? Consulted with Doctor’s Community Health, Inc. and Washington, D.C., Federal bankruptcy court to
ensure that Greater Southeast Community Hospital, the sole remaining hospital in southeast Washington,
D.C., providing care for 150,000 underserved people, emerged from bankruptcy in the strongest possible
position to remain a vital community asset.
Business Development and Performance Acceleration
Please note that jobs and engagements e.g., University of New Mexico, University of Texas Medical Branch, Boca
Raton Community Hospital, Stanly Regional Medical Center, Duke and Shands listed elsewhere required
extensive implementation of community and academic physician business development initiatives such as new
institutes/centers and practice acquisition/integration/physician employment methods and models.
? Coalition for Renewable Energy Solutions (CRES 2008?11) – Invest in and lead the development of the
CRES foundation to distribute specialty license plate revenue generated by the Go Green license plate
program in Florida. CRES will work with the legislature and corporate sponsors to fund initiatives that
enhance environmental citizenship through education and specific subsidies of alternative energy
platforms.
? Bio?Tech, Inc. (2008) – Consult with founder and CEO to develop and fund through angel and venture
capital a recently acquired German company providing DNA probe testing for periodontal pathogens. The
engagement includes recasting the business plan, financial statements and capitalization efforts to
reposition the company for US market penetration.
? iplinx, Inc., Co?founder and Investor (2002?04) – iplinx was a company dedicated to transforming
intellectual property management processes within non?profit research institutions through the provision
of services, strategic partners, and a modular system for the identification, analysis, management and
accelerated monetization of intellectual property.
Steven G. Sloate Page 6
? Cambio Health Solutions, Executive Vice President (9/1999 to 12/2001) ? Cambio (now owned by FTI
Consulting) is a national healthcare consulting firm specializing in providing intensive management
services and tools to healthcare provider systems requiring performance enhancement and turnaround
management services. Cambio’s majority stockholder was Quorum Health Resources, the largest provider
of hospital contract management services in the world, which was then acquired by Triad Hospitals, Inc., a
publicly traded hospital company.
o As a minority owner, led the transformation of the prior company, IRG, and implemented the
strategy to reposition Cambio beyond the IRG focus on turnaround management. Led all business
development, partner development, technology development, and merger and acquisition
initiatives resulting in the doubling of revenue, tripling of EBITDA and positioning of Cambio as a
target for acquisition. Triad acquired Cambio in 2001 as part of a larger acquisition of Quorum
Health Group.
Teaching and Learning
? Gillings School of Global Public Health at University of NC, Chapel Hill, Department for Health Policy and
Management (2009 to current) – worked with Chair and leadership team to develop and implement a faculty
productivity management tool, co?led the reengineering of the highly successful 20 year old Executive
Master’s Program (MPH/MHA) by taking it off the market for one year, revising the curriculum to competency?
based and repositioning as a two?year program (instead of three). Served on task force for the design and
implementation of a simulator for Applied Leadership Integrative Modules using client data as primary input.
? Adjunct Associate Professor, University of North Carolina, School of Public Health, Department of Health
Policy and Management, Executive Master’s Program (1995 – current) Courses designed and/or taught:
Capstone (in lieu of thesis or comprehensive exam), Strategic Planning, and Healthcare Management and
Administration. Many lectures in other classes as Master’s and DrPH level.
? Adjunct Professor, Kent State University, School of Business (2011 –current). Courses designed and taught:
Capstone in executive MBA program.
? Adjunct Professor, Duke University, Fuqua School of Business, Health Sector Management (2006) Executive
Master’s in Business Administration Program (MBA). Course taught: Operations Management and frequent
Guest Lecturer 1992 ? 1997
? Adjunct Professor, University of Florida, College of Public Health and Health Professions, Health Services
Research, Management and Policy Program (1983 – 1995) Course designed and taught: Strategic Planning
and Marketing
Education and Selected Professional Activities
? University of Florida Warrington School of Business, Bachelor of Science in Business Administration (1979) and
Masters in Business Administration (1982)
o Graduate Program in Health and Hospital Administration with Administrative Residency at Shands
Hospital and the University of Florida Health Science Center
? President, American Hospital Association, Society of Healthcare Planning and Marketing (1994?95). Led the
merger with the AHA Society of Public Relations and Marketing to form the AHA Society of Strategy and
Market Development (1983?2000)
? The Academy of Health Services Marketing, Editorial Review Panel, TrendWatch
? Numerous speaking engagements on the future of healthcare, healthcare reform, strategy development and
implementation, the balanced scorecard in healthcare, the rich promise of molecular medicine, the anatomy
of a turnaround and the role of technology in one?to?one relationship management.
doc_676591919.pdf
Abstract about governance and leadership cultivation.
Steven G. Sloate Page 1
Curriculum Vitae
Professional Competency and Effectiveness
Mr. Sloate has 30+ years of executive management experience in academic medical centers, health systems and
entrepreneurial initiatives in very challenging markets. In addition, Mr. Sloate has held executive and governance
leadership roles in a national turnaround management company and three venture capital based start?ups at the
intersection of the healthcare industry, software development and intellectual property management.
In all professional endeavors, Mr. Sloate has focused primarily on strategy, performance acceleration, and business
development as either a member of the executive management team or consultant to the executive management
team and Board of Trustees.
Governance and Leadership Cultivation
Please note extensive Board engagement, education and governance experience is highlighted in other sections
e.g., Cambio, MicroMass, Boca Raton Community Hospital, Duke and Shands at the University of Florida.
? University of New Mexico (2011 to current) – assist newly appointed President with transition plans,
Board and executive team evaluation, and strategic planning structures and processes to support the
President’s office, and development of university wide strategic plan.
? University of Connecticut Health Center (2011 to 2014 – assist newly appointed Executive Vice President
and Dean, School of Medicine with transition plans, Board and executive team evaluation, interim
management of BioScience Connecticut ($1.1b investment in infrastructure, scientific operations and a
strategic partnership with The Jackson Labs) and development of a strategic planning and performance
monitoring program.
? University of Texas Medical Branch (2012 to current) – assist newly appointed Executive Vice President,
Provost and Dean, School of Medicine with transition plans, environmental assessment and strategic plan
development for the academic enterprise.
? Stanly Heath Services/Stanly Regional Medical Center, and Betsy Johnson Hospital, NC (2006 – current)
– Al Taylor, CEO, engaged Cirra at BJRH to work with the Board, physician leadership and management to
defeat a hostile takeover attempt ultimately leading to a management services agreement with a regional
health system. Mr. Taylor engaged Cirra again at Stanly to work with the Board, physician leadership and
management to develop a strategic plan and implement performance?monitoring program in a highly
competitive marketplace. In addition, Cirra has led the Board and executive management team through
the creation of a 10 year management services agreement and merger with Carolina’s Health System.
? Beaufort Memorial Hospital (South Carolina 2010 ? 2014) – working with Board and CEO to create the
future picture – BMH2020, conduct various Board and management retreats on health reform, work with
CEO on medical staff relations, technology plan, capital strategy and a scenario team under health reform
constraints.
Steven G. Sloate
1104?D McGavran?Greenberg
Hall
UNC Gillings School of Global
Public Health
Phone: 919.966.7377
Email: [email protected]
Steven G. Sloate Page 2
? American Humane Association – AHA (2010?11) – work with Board, executive management and all
stakeholders to develop a future picture – AHA2020 – used by the 130 year old international philanthropic
institution to guide a turnaround and strategic decisions in service to children and animals.
? Together for Kids – T4K (2009 ?2011) – work with the Board, CEO, 40 member children’s hospitals,
corporate sponsors and individual donors to create the strategic and turnaround plan for the troubled
organization. Worked to secure a national celebrity relationship with Delilah and her 8m listeners and
raise private donations. The organization ultimately decided to cease operations due to cash flow
challenges and member hospital cut?backs.
Strategic Management Structures and Processes
In almost all employed leadership positions and engagements, Steve has worked with Boards and executive
management teams to develop strategic plans, business plans, feasibility studies for institutions, businesses and
clients using proprietary performance?based methods and tools developed through 25+ years of applied research.
The approach designed emphasizes educating strategic managers through standardized but decentralized methods
and tools that result in the linking of strategy and action through a performance monitoring and reporting system.
In addition, he teaches strategic management courses in multiple executive master’s programs.
? Please see University of Texas Medical Branch, Kent State University, Stanley Regional Medical Center,
Beaufort Memorial Hospital, UNC Gillings School of Global Public Health, Smart HouseCalls, T4K, AHA,
Greenville Health System/University of South Carolina, Boca Raton Community Hospital as examples
detailed elsewhere.
? Gillings School of Global Public Health at University of NC, Chapel Hill (2010 to current) – counsel the
Dean and leadership team, led the development of the future picture – SPH2020 and facilitate the task
forces charged with responding to the Critical Questions posed by the gap between 2012 and desired
2020. The Critical Question task forces included Teaching and Learning, Revenue Generation and Global
Development.
? LaamScience, Inc. (2008?09) – Consult with CEO and Board to develop the strategic plan, business plan,
business development initiatives and pursue capital formation options for an early stage private equity
company that developed an antimicrobial coating technology (licensed from North Carolina State
University College of Textiles) with profound application potential for the management of infectious
disease. LSI has a core platform technology: light?activated (sunlight, fluorescent, incandescent)
photoactive dye compound coatings that reduce, by 99.99% or more, populations of pathogenic viruses
and bacteria on surfaces to which it is bonded. The coating provides the solution to an increasingly
difficult global issue – the spread of infectious disease by contact transmission e.g., MRSA and Swine Flu.
? PracticingSmarter, Inc., Investor, Principal and Advisory Board (2001?05) – Governance and management
roles were held in a national business intelligence software leader in the alignment of institutional
strategy through the design, development and implementation of the balanced scorecard in healthcare.
Responsibilities included identification, evaluation, and negotiation of joint ventures, partnerships, and
strategic alliances. Joined the management team to lead business development initiatives including
growth in the National Rural Hospital Program and new product development for academic medical
centers. Worked with client Boards and administrations to design and implement balanced scorecards
that align strategy with action through purposeful and targeted interventions. Sold company in 2005.
? Duke University Medical Center and Health System Associate Vice Chancellor (12/92 to 4/96) The
medical center and health system is comprised of the academic schools and programs, research
enterprise, extended provider network, multi?state and international affiliations, managed care, home
care, primary care, faculty group practice, hospital and core management services with total revenue
exceeding $1 billion. As one of seven members of the Chancellor’s Executive Management Group,
Steven G. Sloate Page 3
responsibilities spanned the strategic services including institutional strategic planning, program
development, product development, marketing, publications, media relations and public relations.
o Developed core strategic and business planning functions for various academic and health system
operating units: Medical School, Nursing School, research enterprise, Duke Health Network sizing
model for physician, hospital and clinic capacity needs, master affiliation program, primary care
acquisition strategy and insurance product development. Led space program development for the
ambulatory services building and children’s hospital. Downsized projected ambulatory facility by
standardizing space requirements which enhanced productivity and was accepted by faculty. Led
faculty based primary care network development to move off campus in distributed network.
Coordinated market?based planning for Centers: Cancer, Heart, Women's, Children's, Digestive
Diseases, Ambulatory Surgery, Transplantation, and Prevention and Lifestyle Management services.
Led business plan development for core services: human resources, information services,
development, continuing education, telemedicine, technology transfer and a clinical trials
organization.
o Developed first institutional market plan, integrated all decentralized marketing activities and
initiated an institutional brand management program to position Duke University Health System.
Coordinated all internal and external communications functions: public relations, marketing,
publications and the news office. Enhanced local media relations and expanded
national/international media coverage for numerous research and clinical initiatives. With the
Hospital COO and Assistant Vice Chancellor for Human Resources, co?led workforce reduction
initiative and community relations components with extensive minority affairs dimension. The
process successfully eliminated 1700 positions and $70m with fewer than 150 layoffs.
? University of Florida Health Science Center and Shands Hospital and Health System
Assistant Vice President for Health Affairs ? 11/91 to 12/92
Vice President, Planning and Marketing ? 11/87 to 12/92
Vice President, Planning ? 11/86 to 11/87
Director, Planning ? 6/82 to 11/86
Administrative Resident ? 8/81 to 6/82
o While simultaneously holding the Shands position, the AVPHA position included responsibilities for
the coordination of a strategic planning process for the UF Health System and the various operating
units of the Colleges of Medicine, Nursing, Pharmacy, Health Related Professions, Dentistry and
Veterinary Medicine. The Health Science Center annual budget exceeded $400 million (FY 1991?92)
and employed 2500 people. This position reported to the Vice President for Health Affairs and
Chairman of the Shands Board of Directors.
o As a private 501(c)(3) corporation, a 568 bed academic hospital, ambulatory services and homecare
provider for the J. Hillis Miller Health Science Center, Shands' annual gross revenue exceeded $350
million (FY 1991?92) and employed 4000 people. The office coordinated the planning and marketing
for the Southeastern Healthcare Foundation, Inc., the sister corporation to Shands that held various
joint venture enterprises.
o Responsible for the strategic planning process, business development initiatives, marketing functions,
managed care office, the Certificate of Need process, inter?institutional affiliation programs, and
served as a government liaison to various regulatory and legislative bodies. The position reported to
the hospital CEO.
Steven G. Sloate Page 4
Health System Design and Development
Extensive experience with various dimensions of creating sustainable integrated academic and non?academic
health systems from within complex institutions and for external components negotiating with health systems
under various healthcare reform scenarios. Examples are arrayed by the following competencies:
Competency: Population Health Management
? IBM (2011 to 2013) – facilitate the ‘gamification’ of IBM’s global wellness program through the
coordination of multiple software vendors, suppliers and subject matter experts into a virtual platform
deploying gaming techniques and technology to accelerate behavior modification under the direction of
Joyce Young, MD, Well Being Director, Performance Measurement and Health Improvement.
? Smart HouseCalls, Investor and Advisory Board (2010 – current) – work with founder to develop the
business plan and secure capital for the internet?based VOIP telehealth/telemedicine start?up with a
unique platform for primary care providers to increase productivity, reimbursement and comply with all
requirements of health system integration.
? REACH Call (2010) – work with Founders, Board, external council and executive management team to
assess intellectual property and secure software source code from developers in India in a relationship
that had soured and jeopardized a $7m venture capital investment. REACH Call is a telemedicine platform
for remote neurological services with more than 150 U.S. hospital installations.
? MicroMass Communications, President and Executive Vice President (4/1996 to 9/1999) – Established
and led the executive management team at the privately held communications software company that
provided technology enabled relationship management programs, applications and services to
pharmaceutical manufacturers and national associations. The core technology and services enabled
clients to foster one?on?one personal relationships with large and diverse customer populations.
Applications included tailored communication programs for treatment adherence, disease management,
behavioral compliance, health plan member management, and capital campaigns.
o As a minority owner and President, led the company reorganization, secured additional venture
capital funding, recruited and managed leadership in operations, engineering, sales and
marketing. As MicroMass positioned for either sale or IPO, we flattened the organization
creating four EVPs, recruited a President that had taken companies public and turned my focus
to business development through strategic partnerships, sales and joint venture development.
Doubled revenue and extended company beyond pharmaceutical industry into other health
sciences programs such as digitizing the science?base of the American Heart Association.
Competency: ‘Big Data’ and Health Informatics
? Kent State University (2010 – 2012) – worked with Provost to develop feasibility study for a Health
Informatics Institute bridging multiple campus colleges/programs, NEOMED, academic and corporate
partners. Work with program director and Dean to design and teach the inaugural Capstone course for
the executive Master’s in Business Administration – health sector management concentration program.
Mergers, Acquisitions, Affiliations and Public/Private Partnerships
? Stanly Heath Services/Stanly Regional Medical Center and Betsy Johnson Regional Hospital NC (2006 –
current) – see management services agreement and merger related services described in Governance.
? Greenville Health System and University of South Carolina (2009?11) – Conduct a comprehensive
feasibility study on the establishment of a four year medical school embedded as an education model
within the Greenville Health System. Work with GHS leadership on the structure of the affiliation
Steven G. Sloate Page 5
agreements with USC School of Medicine. The educational program will target the production of
physicians competent in the interdisciplinary delivery of medicine within comprehensive integrated health
systems structures and processes. Rather than emphasize heavy research in the basic sciences, the
medical school will emphasize research in comparative effectiveness, health systems and related health
policy challenges facing the nation.
? Florida International University College of Medicine (2009?10) – partner with EnGarde to work with Dean
and executive management team to evaluate the feasibility of a public?private partnership to build the
Medical City at the Miami international Airport.
? Boca Raton Community Hospital, Inc. (2005?08) Negotiated agreements among the University of Miami,
Florida Atlantic University and a regional health system in South Florida to create a new regional medical
school and academic medical center. The regional project required a complex public/private affiliation
and venture structure fueled by a total capital investment of greater than $750m, including a complex
land lease up through the State Cabinet and into the office of then Governor Bush. As part of the related
$250m development campaign, assumed interim Executive Director of the foundation and cultivated and
negotiated philanthropic gift agreements in excess of $100m. Consulted with the Board and executive
management team from 2005 ?2007 and then joined the executive management team as Senior Vice
President and Chief Strategy Officer through February 2008. Worked with the National Patient Safety
Advisory Board, corporate partners, and architects to design the operational processes and space
program for the ‘Safest Teaching Hospital in America”. Led business development initiatives with
community physicians, development of open heart program, expansion of 4
th
largest cancer center in
Florida, and management of primary care practitioners conversion to concierge medicine.
? Consulted with hospital clients and the national Community Catalyst advocacy group to thwart
conversions of charitable community assets at below fair market values, educate Boards and state’s
attorneys general as to appropriate valuation processes, and to ensure that access to healthcare in rural
markets is not negatively impacted by unfair conversions.
? Consulted with Doctor’s Community Health, Inc. and Washington, D.C., Federal bankruptcy court to
ensure that Greater Southeast Community Hospital, the sole remaining hospital in southeast Washington,
D.C., providing care for 150,000 underserved people, emerged from bankruptcy in the strongest possible
position to remain a vital community asset.
Business Development and Performance Acceleration
Please note that jobs and engagements e.g., University of New Mexico, University of Texas Medical Branch, Boca
Raton Community Hospital, Stanly Regional Medical Center, Duke and Shands listed elsewhere required
extensive implementation of community and academic physician business development initiatives such as new
institutes/centers and practice acquisition/integration/physician employment methods and models.
? Coalition for Renewable Energy Solutions (CRES 2008?11) – Invest in and lead the development of the
CRES foundation to distribute specialty license plate revenue generated by the Go Green license plate
program in Florida. CRES will work with the legislature and corporate sponsors to fund initiatives that
enhance environmental citizenship through education and specific subsidies of alternative energy
platforms.
? Bio?Tech, Inc. (2008) – Consult with founder and CEO to develop and fund through angel and venture
capital a recently acquired German company providing DNA probe testing for periodontal pathogens. The
engagement includes recasting the business plan, financial statements and capitalization efforts to
reposition the company for US market penetration.
? iplinx, Inc., Co?founder and Investor (2002?04) – iplinx was a company dedicated to transforming
intellectual property management processes within non?profit research institutions through the provision
of services, strategic partners, and a modular system for the identification, analysis, management and
accelerated monetization of intellectual property.
Steven G. Sloate Page 6
? Cambio Health Solutions, Executive Vice President (9/1999 to 12/2001) ? Cambio (now owned by FTI
Consulting) is a national healthcare consulting firm specializing in providing intensive management
services and tools to healthcare provider systems requiring performance enhancement and turnaround
management services. Cambio’s majority stockholder was Quorum Health Resources, the largest provider
of hospital contract management services in the world, which was then acquired by Triad Hospitals, Inc., a
publicly traded hospital company.
o As a minority owner, led the transformation of the prior company, IRG, and implemented the
strategy to reposition Cambio beyond the IRG focus on turnaround management. Led all business
development, partner development, technology development, and merger and acquisition
initiatives resulting in the doubling of revenue, tripling of EBITDA and positioning of Cambio as a
target for acquisition. Triad acquired Cambio in 2001 as part of a larger acquisition of Quorum
Health Group.
Teaching and Learning
? Gillings School of Global Public Health at University of NC, Chapel Hill, Department for Health Policy and
Management (2009 to current) – worked with Chair and leadership team to develop and implement a faculty
productivity management tool, co?led the reengineering of the highly successful 20 year old Executive
Master’s Program (MPH/MHA) by taking it off the market for one year, revising the curriculum to competency?
based and repositioning as a two?year program (instead of three). Served on task force for the design and
implementation of a simulator for Applied Leadership Integrative Modules using client data as primary input.
? Adjunct Associate Professor, University of North Carolina, School of Public Health, Department of Health
Policy and Management, Executive Master’s Program (1995 – current) Courses designed and/or taught:
Capstone (in lieu of thesis or comprehensive exam), Strategic Planning, and Healthcare Management and
Administration. Many lectures in other classes as Master’s and DrPH level.
? Adjunct Professor, Kent State University, School of Business (2011 –current). Courses designed and taught:
Capstone in executive MBA program.
? Adjunct Professor, Duke University, Fuqua School of Business, Health Sector Management (2006) Executive
Master’s in Business Administration Program (MBA). Course taught: Operations Management and frequent
Guest Lecturer 1992 ? 1997
? Adjunct Professor, University of Florida, College of Public Health and Health Professions, Health Services
Research, Management and Policy Program (1983 – 1995) Course designed and taught: Strategic Planning
and Marketing
Education and Selected Professional Activities
? University of Florida Warrington School of Business, Bachelor of Science in Business Administration (1979) and
Masters in Business Administration (1982)
o Graduate Program in Health and Hospital Administration with Administrative Residency at Shands
Hospital and the University of Florida Health Science Center
? President, American Hospital Association, Society of Healthcare Planning and Marketing (1994?95). Led the
merger with the AHA Society of Public Relations and Marketing to form the AHA Society of Strategy and
Market Development (1983?2000)
? The Academy of Health Services Marketing, Editorial Review Panel, TrendWatch
? Numerous speaking engagements on the future of healthcare, healthcare reform, strategy development and
implementation, the balanced scorecard in healthcare, the rich promise of molecular medicine, the anatomy
of a turnaround and the role of technology in one?to?one relationship management.
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