1. Mark Herbers
Director
Designed and directed implementation of decision support software systems for cost management, case mix management, and budgeting and financial analyses.
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Mark leads healthcare organizations through restructuring processes aimed at improving cash flow, financial performance, and strategic alignments with market conditions. He has nearly three decades of experience as a senior executive in all provider settings covering both for profit and not for profit, and expertise in improving revenue cycle performance, addressing regulatory issues and reimbursement, financing, strategic planning, and physician relations. He has worked extensively with academic medical centers and residency and fellowship program management. He has an MBA from Washington University in St. Louis and is a certified public accountant.
MARK'S EXPERTISE COVERS: Provider operations, revenue cycle improvements, strategic planning, financial planning and analysis, financial reporting, auditing, project implementation

2. Mark Herbers – Representative Experience
Health Care Executive
Serving as the CRO/CEO/CFO for a Children’s Hospital in Chapter 11. Significantly Improved cash position prior to filing and managing operating costs within budget. Unsecured creditors received 100% and entire process completed in seven months.
Served as interim CFO for a commercial laboratory in California that had tripped its financing covenants and was in the workout stage with its three equity financing partners. Significantly improved its revenue cycle performance and internal controls over disbursements delaying additional DIP financing for 7 months
Oversaw SNF operations including ventilator unit, sub-acute medical and sub-acute rehab of hospital based and stand alone operations.
Participated in financial feasibility study for a master trust indenture offering for a 19 nursing home acquisition across 7 states.
Implemented a distinct part rehab unit for a specialty hospital.
Served as Interim CFO for a large hospital system, sponsored by a l catholic health system, consisting of four campuses. Sponsor decided to partner with a local health system. Worked with sponsor and local board to support RFPs for joint ventures/partnerships/sale of assets. Financial performance of the facilities declined due to the uncertainty of the system’s future and an aggressive larger system in market. Directed the financial improvements while patient volumes declined 8% year over year. Directed the due diligence support for the prospective partners and the compilation of the supporting documentation for the Certificate of Need and the review by the State’s Attorney General.
Served as Interim CFO for a cancer research facility and hospital Client had defaulted on its debt covenant and was in the workout phase with four banks. Developed 13 week cash flows, improved operating results for the hospital and the research arm while working out repayment terms with the banks. Develop 5 year financial operating plan and significantly improved internal operating controls over cash disbursements and productivity.
Performed a Rate Covenant Study of a small Oklahoma hospital provider that had tripped its bond covenants.
Participated in Bond Covenant Study and subsequent implementation of the financial turnaround for a large southern Florida hospital. EBIDA improvements exceeded $28 million.
Reorganized and redesigned billing and collections practices for a 200+ member, hospital-controlled physician practice management group. Improved cash flow by $500,000 per month.
Led the senior management team through the process of a self-directed, 15% reduction in workforce. Developed the strategy and implementation plans to affect the reduction in patient receivables from 89 days of gross revenue to 51 days in a large healthcare company.
Designed and directed the implementation of decision support software systems for cost management, case mix management and budgeting and financial analyses.