Editor’s Note: This article originally appeared on ECG’s website.
Tell us about your career and background in the healthcare industry.
After completing my undergraduate degree at Texas A&M, I stumbled into a brief career in state and local tax (SALT) at KPMG. When I realized that wasn’t the long-term path for me, I was fortunate to jump over to Texas Children’s Hospital (TCH) and work in their CFO’s office supporting their strategic initiatives— a new women’s pavilion and a new west campus in Katy. After a few years, I realized I needed a more formal introduction to the many quirks of the healthcare industry and decided to pursue an MBA with a healthcare emphasis. During my graduate work at Vanderbilt, a recent alumnus introduced me to ECG. I interned in 2011 and joined ECG full time in 2012. Since then I’ve worked with the Academic Medicine and Strategic Business Advisory divisions before settling into our Provider Financial Services team.
How did you decide to specialize in pediatric healthcare?
The verb “decide” would imply a degree of volition and proactivity that is too generous. I was probably willing to take just about any job to get out of SALT, but I admit the idea of pediatric healthcare appealed to me. The first healthcare book I read was “If Disney Ran Your Hospital,” and my wife and I volunteered at TCH after hours. It was helpful to humanize the indirect impact of my work, which was off campus and largely spreadsheet focused. When I joined ECG and realized we had folks who subspecialized in pediatric healthcare, I was excited about the opportunity to work with leading children’s hospitals across the country.
What trends are you observing in the market for compensation and provider alignment that are specific to pediatrics?
I think the pandemic has forced healthcare organizations to focus more clearly on their provider mix and compensation structure to better recognize the necessary changes to the daily effort and personal risk put forth by their providers. The pandemic amplified numerous existing trends, including provider compensation increasingly tied to value-based measures and less directly to production. We’ve also seen greater adoption of team-based incentives to reward coordinated care and practice at peak licensure, and the expanded roles of advanced practitioners to enhance patient access and help contain costs. Click here to continue>>
News From Our Partners
