1. Interim Leadership as a Career Path

2. 45 Years Of Delivering Results
HealthTechS3 is a 45 year old, award-winning healthcare consulting and strategic hospital services firm based in Brentwood, Tennessee with clients across the United States.
We are dedicated to the goal of improving performance, achieving compliance, reducing costs, and ultimately improving patient care. Leveraging consultants with deep healthcare industry experience, HealthTechS3 provides actionable insights and guidance that supports informed decision making and drives efficiency in operational performance.
Our consultants are former hospital leaders and executives. HealthTechS3 has the right mix of experienced professionals that
service hospital clients across the nation.
HealthTechS3 offers flexible and affordable
services, consulting, and technology as we
focus on delivering solutions that can be
implemented and provide a positive,
measurable impact.

3. Nationwide Client Base
HealthTechS3 – currently provides hospital management and consulting services to:
More than 50 hospitals and health systems nationwide
Community hospitals, critical access
hospitals, district hospitals, non-profit hospitals
Most operate physician clinics
Net Revenue between $20M and $400M
Regional Health, a three hospital system including Sunnyside Community Hospital, Yakima Regional Medical & Cardiac Center and Toppenish Community Hospital in Washington state
HealthTechS3 is a preferred vendor to:
California Critical Access Hospital Network
Western Healthcare Alliance
Partner with Illinois Critical Access Hospital Network

4. Client Recognition and Awards
July 2017
Critical Access Hospitals to Know
(Becker’s Hospital Review)
Barrett Hospital & Healthcare, MT
Hammond Henry Hospital, IL
Tomah Memorial Hospital, WI
Most Wired Hospitals & Small & Rural Hospitals
(published H&HN)
Adirondack Health
Hammond-Henry Hospital, IL
Sunnyside Community Hospital, WA
November 2016
National Rural Health Day Top Performance Leaders
(iVantage Health Analytics & the National Organization of State Office of Rural Health (NOSORH))
- In Quality
Barrett Hospital & Healthcare
Carlinville Area Hospital
Hillsboro Area Hospital
- In Outcomes
Barrett Hospital & Healthcare
Cobre Valley Regional Medical Center
Sunnyside Community Hospital
Tomah Memorial Hospital
Tri-Valley Health Care
- In Patient Satisfaction
Adirondack Medical Center
Grant Regional Health Center
Hammond Henry Hospital
Spooner Health
Upson Regional Medical Center
- Financial Strength
Carlinville Area Hospital
Hillsboro Area Hospital

5. Our Executive Team
Strong management team with deep operational expertise, extensive industry experience and a track record of delivering results for our clients
More than 20 years of experience in both health care and technology industries. Previously served as Senior Vice President at MedCath Corporation, Operations CFO at IASIS Healthcare, CEO US Operations for Craneware, Hospital CFO at Province Healthcare and Division Director Finance HCA.
Brings over 38 years of healthcare experience, of which 35+ years were in the capacity of President and CEO of hospitals ranging from 200 to 300 beds including large academic system, with services including acute care, behavioral health, home care, skilled care and physician practice management.
Derek Morkel
CEO
Neil Todhunter
President
More than 30 years of healthcare administration experience including the past 25 years with HealthTech Management Services (formerly Brim Healthcare). Previously, served as Executive Vice President and CEO at St. Anthony’s Memorial Hospital in Effingham, Illinois.
Brings more than 25 years of healthcare experience to his role providing operational and organizational guidance to healthcare organizations. He has served as CEO in health systems of all types; large community hospitals, public hospital districts, critical access hospitals, and has held senior leadership positions in large academic group practices. He also serves as director of Interim Placement Services.
Greg Voss
Regional VP
Michael Lieb
Regional VP
An accomplished healthcare executive recruiter, he has more than twenty-five years of executive search experience. Previously worked in various industries as an executive recruiter and spent many years with one of the largest healthcare search firms in the country.
Peter Goodspeed
VP, Executive
Search

6. Our Consulting Team
HealthTechS3 possesses a strong team with deep operational expertise, extensive industry experience, and a track record of delivering results
Carolyn St. Charles Regional Chief Clinical Officer
Joy Smith Senior Patient Financial Consultant
Diane Bradley Regional Chief Clinical Officer
John Freeman Associate Vice President
Julie Haynes Strategic Planning Consultant
Kevin Stringer Associate Vice President
Susan Murphy Executive Director Supply Chain Resources
Cheri Benander Director of Compliance & LTC Consulting Services
Faith Jones Director of Care Coordination and Lean Consulting

7. Strategy – Solutions – Support CLINICAL CARE & OPERATIONS
Our Services
Strategy – Solutions – Support
GOVERNANCE & STRATEGY
Affiliation Consulting
Executive & Management Leadership Development
Strategic Planning & Market share Analysis
Community Health Needs Assessment
Compliance Consulting Services
FINANCE
Performance Optimization / Margin Improvement
Revenue Cycle & Business Office Operations
Productivity & Staffing Consulting - Optimum Productivity Toolkit
CLINICAL CARE & OPERATIONS
Continuous Survey Readiness
Quality Assurance Performance Improvement
Lean Culture
Customer Experience
Clinical Resource Management
Care Coordination – Primary Care Practice
Physician Practice & Clinic Assessment
Long Term Care Consulting
Swing Bed Consulting
Perioperative Services Consulting
RECRUITMENT
Executive Recruitment
Manager and Clinical Positions
Physician / Provider Recruitment
Information Technology Professionals
Interim Placement

8. Interim Placement Services
Mike Lieb, Vice President, leads the Interim Recruitment and Placement Services.
HealthTechS3 can provide highly qualified Interim Executives from the C-Suite to Department Directors. Our interims are ready to step in and provide the expertise needed to keep your operations and strategic imperatives moving forward.
Our professional interims are all interviewed, background checked, and vetted prior to presentation to you. HealthTechS3 hires these professionals so that you do not have to worry about payroll, benefits, or taxes. We take care of it for you, so you can focus on the needs of your hospital.
Retained
Contingency
Interim
Contract

9. TODAY’S AGENDA What Is An Interim Leader?
Why Would An Organization Want One?
An Oxymoron? Interim Leadership As A Permanent Career?
What Is The Interim Life Like? Good, Bad and Ugly…
How Does This All Work?
How Do I Get Started?

10. What Is An Interim Leader?
Professional interims are not:
People just looking to fill a gap before their next permanent position
Folks who have difficulty holding permanent jobs
Job jumpers
People who will leave you high and dry suddenly when “something better” comes along
Caretakers
There to be “bomb throwers” or “hatchet men”

11. What Is An Interim Leader?
Professional Interims are:
Highly trained executives and administrators
Have chosen interim work as their avocation
People who enjoy helping solve urgent / pressing problems
Subject matter experts
Leaders who can quickly understand local issues
Not afraid to make tough decisions (often, that is the reason for the opening)
Diplomatic and professional
Politically astute
Their role is to guide an institution through a difficult transition period
And, they view themselves as 100% committed to the institution – for as long as is necessary

12. Why Would A Organization Want One?
Interim Leaders are typically project and goal oriented
A specific task, project, or need can be filled with external expertise, often not readily available within the host organization
Interim’s can bring specialized consulting expertise without the overhead of a large consulting firm
Access to highly qualified management skills
Interim’s are cost effective
Virtually no recruitment costs, other than a typical mark up on the daily rate
No PTO, no benefits expense
There are no “end costs.” When the project is done, it’s done, and the expense goes away
Interim’s are available quickly
Usually on-site placement can happen within a week or two
Interim’s are generally not a threat to internal staff and management
All this means is there is a growing market demand for experienced interim leadership!

13. An Oxymoron? Interim Leadership As A Permanent Career?

14. Interim Leadership As A Permanent Career?
Why might you consider Interim Leadership as a permanent career?
It is now becoming so commonplace within hospitals and other medium to large organizations that is being recognized as a defined career path
The “stigma” of being a ”temp” is gone
You are usually a full member of the leadership team rather than a consultant
This means that you typically will get to “do” things – Implement vs. just make recommendations
This adds value to the organization as they get the implementation alongside the consulting expertise
It is a great opportunity to help an organization identify the scope of its problem, but also to develop and implement the fix…
Not always a ”problem fix” either. Interim’s can launch new projects, lead structural or organizational changes, or anything else that the organization does not have the internal skill set to manage at the time.

15. Interim Leadership As A Permanent Career?
Things to think about…
Are you looking for new challenges?
Do you prefer being a ”doer” and a ”fixer”?
Do you like variation in your work?
Can make a significant difference for an institution in a relatively short timeframe
Bring specialized expertise
Greatly reduced internal / local politics – you can focus on the job, and not the next promotion
Chance to be creative without being constrained by institutional history
You get to do what you do best / most enjoy
Interested in a different work/life balance
Flexibility in schedule/type of projects
Travel opportunities

16. What Is The Interim Life Like? The Good, The Bad and The Ugly…

17. What Is The Interim Life Like? Good, Bad and Ugly…
The Good:
Make a difference in a short period of time
Usually have strong support from board and other leadership
They had a problem or vacancy to overcome
Can usually focus on two or three major items – and not the entire realm of “administrivia…”
Institution understands there is a need for your particular expertise and is willing to listen and accept (and act on) your advice
You get to do the kind of work you like most - fulfilling
Choose your own work schedule – don’t need to accept a job until you are ready
See new parts of the country/world
Earning potential can be very good, particularly as you are needed on a “instant” basis
Points!

18. What Is The Interim Life Like? Good, Bad and Ugly…
The Bad:
Extended time away from home and family
Sometimes takes a while to get connected in the organization and community
Tend to work more than 8-5
Hotels (motels) and restaurants
Sometimes you don’t get to see projects through completion
Typically have to get your own benefits (1099 vs W-2)
As an IC, you are responsible for your own taxes
When you are not working, you aren’t earning
You are only as good as your last engagement
Can be gaps in employment (particularly during holiday seasons)
May have to take assignments in less than desireable locations

19. What Is The Interim Life Like? Good, Bad and Ugly…
The Ugly:
Extended time away from home and family
Can be lonely
You are often a solo traveler as opposed to a larger team consulting project
If you are the boss, especially
Smaller communities are especially sensitive to external behaviors – gossip networks travel at light speed...

20. How Does this all work?
Typically Independent Contractor Arrangements vs W-2
Travel home every other week
Standard arrangement is days onsite per month
Paid on a daily rate – which varies depending on position/scope
Travel, Housing, Car is paid
Per Diem for MI&E (meals, incidentals and expenses)
IC Agreement with a placement company
Company does background and reference checks (immediately prior to placement also a drug screen)
Agree on a daily rate for a given assignment
Candidates are presented to client facility who then selects candidates for direct interview (usually via Skype or phone)
If agreed by all, Interim firm issues work order to both client facility and to interim
Assignment begins!

21. How Do I Get Started? You will need both time and patience
Get in contact with multiple Interim Placement Firms
Interim positions tend to arise quickly and then disappear
Be ready to move quickly
Think realistically about your availability (can you meet the needs of the prospective client)?
Be honest with a client or placement firm about requirements
Prior commitments (both professional and personal)
Travel barriers (distance, access, time, season issues…)
Do you really have the skill set to do this particular assignment?
Think about your daily rate requirements (be fair and don’t price yourself out of a position).
Keep your resume current
Maintain regular contact with the interim firms about availability and to keep top of mind

22. How Do I Get Started? HealthTechS3 is growing its candidate pool
Our interims are supported by our deep consulting base
Financial, Clinical, Compliance, Revenue Cycle, Materials, Strategic Planning, Affiliation Consulting and more
Link to our candidate database
You can upload your resume here and watch (and apply) for open interim positions
Let me know you have done so, and keep in touch regarding your availability

23. We look forward to working with you
THANK YOU
We look forward to working with you
Mike Lieb, FACHE
Regional Vice President