JOHN WINENGER, MBA, FACHE

Fishers, IN. 46038 Cell Phone: 317-313-7821 Email: jawineng@gmail.com Linkedin: https://www.linkedin.com/in/johnwinenger

PERFORMANCE SUMMARY
Exceptional Business Builder & Dynamic Organizational Leader in Healthcare Administration with P&L experience and a proven
performance managing multi-site hospital and physician operations exceeding $200M revenue with 50 physicians and 500 associates. Capable
and proven ability in attracting, recruiting, and mentoring teams and building and managing the infrastructure that results in reduced costs and
accelerated performance in distressed and performing institutions. A transformational leader with a continuous quality improvement mentality
and a track record of engaging employees and physicians at all levels, instituting cultures of excellence. Widely considered a key strategic
player and regularly called upon by stakeholders to provide thought leadership in the creation, development, and implementation of missioncritical initiatives with enterprise-wide implications.

ACHIEVEMENT CATEGORIES REPRESENTED BELOW

Strategic Planning
Board Governance
Business Development
Organizational Restructuring

Hospital Operations
Leadership Development
Budget Restoration
Operational Scaling

Patient & Physician Satisfaction

Performance Improvement
Physician Management
Quality Management

Relationship Management
Consulting
Team Engagement
Turnaround

ACHIEVEMENT CATEGORIES DETAILED

NOTE: HOVER CURSOR OVER BLUE UNDERLINED TEXT FOR EXPANDED JOB DESCRIPTIONS AND CLICK (CONTROL CLICK FOR PC USERS) TO FOLLOW LINKS TO WEBSITES & PRESS RELEASES

COMMUNITY HEALTH NETWORK, INDIANAPOLIS, IN (A 7-hospital network in Indianapolis market)

Executive Director, Oncology Services

2014 2016

($175M OPEX, $250M Revenue Goal and 50 employees, 20 providers include Radiation and Medical Oncologists. Responsible for clinic operations.)

Scope of Responsibility & Achievement: Tasked to take the program from good to great, restore below average employee engagement results, and
improve patient satisfaction in the rapidly growing, nationally affiliated MD Anderson oncology program.
Quality / Patient Satisfaction / Employee Engagement: Built an aggressive engagement strategy and led re-direction of quality focus.
Personally led executive rounding changes. Established new clinical programs to support survivorship, specialty clinics, integrative medicine,
cardio-oncology, and implemented a best practice patient financial counselor model. Working with physician partners, these efforts
increased patient satisfaction 8% and associate engagement from 20% within 2 years.
DRAFT

Practice Management / Business Development / Strategic Planning: Charged with leading team planning and construction of a $65M,
120,000 sq. ft. oncology facility to improve CG-CAHPS scoring, physician engagement, oncology service delivery, and meet 15% annual
growth goals. Completed project planning phase on time and within budget.

DR. JOHN WARNER HOSPITAL, CLINTON, IL

Interim Chief Executive Officer ($40M Revenue Goal and 150 employees with 10 direct. Responsible for all Hospital Operations.)

2014

Scope of Responsibility & Achievement: Tasked by the Chairman of the Board and City Council to lead an organization-wide assessment and
create an improvement plan for a rural hospital in the wake of multiple failed turnaround attempts. The following represents achievements in this
role:
Board Governance / Quality: Investigation revealed local governance was micro-managed and safety, satisfaction, and quality issues
surfaced. Established Board and physician accountability models, re-educated and re-directed focus on issues, and closely managed
execution and communications. Despite extreme change-resistance, within 120 days, achieved greater Board and Medical Staff
engagement in local governance, quality, and safety. These changes outlined $2M in operational improvements, re-focused team
leaders on quality, patient safety, and patient access to care while reducing reliance on government subsidies.

ST. VINCENT HEALTH, INDIANAPOLIS, IN. / ASCENSION HEALTH, INDIANAPOLIS, IN (A $4B company, 21 hospitals, ~12,000 employees.) 1997 2014
Chief Executive Officer, Southern Indiana Hospitals & Interim Hospital CEO, Salem & Bedford Hospitals (2009 2014)
Executive Director, Health System Operations (2008 2014)
Director, Regional Network Development (2003 2008)
Director, Planning and Business Development (1999 2003)
ACHIEVED IN THE ROLE OF SOUTHERN INDIANA CHIEF EXECUTIVE OFFICER (MULTIPLE LOCATIONS)
Scope of Responsibility & Achievement: Previous CEOs avoided service and leadership restructuring, putting hospitals either in bankruptcy or on a
precipitous course toward bankruptcy. Called upon by the Health System COO to attempt recovery; created multiple strategic turnaround plans and
began execution typically within 90 days. Assessed operations, engaged teams, closed unproductive units, added new programs, initiated new MD and
staff recruitment practices, added new operational and emergency medicine leadership, closely managed community/government relations, legal
affairs, and initiated Board development. This eliminated ~$6M in losses over 5 years in combined hospital /physician practice operations. This was
accomplished through the following initiatives:

JOHN WINENGER, MBA, FACHE PAGE 2

ACHIEVED IN SALEM, IN

Scope of Responsibility & Achievement: St. Vincent Salem Hospital had costs spiraling out of control, lack of technology usage, and recruitment
issues. Created the turnaround plan, which delivered the following results:
Organizational Restructuring: In Salem, IN, reconfigured lab services, trained employees in proper use of technology, and outsourced EMS services.
This reduced costs nearly $3M. Lab costs $800K, radiology costs $1M, and EMS services $1M.

Operations & Margin Turnaround: Achieved net income margin target of breakeven in year 1 (a $5M improvement), $2M profit margin in year 2.
Leadership Development: Evolved new relationships with physicians, governmental bodies, hospital Board, community leaders.
Summation: The above cost saving measures saved the community 170 jobs, financed improved imaging technology capabilities to support
Emergency Department diagnostic services, allowed Governing Board to re-focus on quality /patient safety and patient access for the local
community.

ACHIEVED IN BEDFORD, IN

Scope of Responsibility & Achievement: St. Vincent Bedford Hospital had a negative budget variance, low patient care volumes, marginal quality,
and below average patient satisfaction scores. Built and instituted a multiple faceted correction, which delivered the following results:
Operational Scaling / Budget Improvement: Outsourced EMS to local provider, closed unproductive operations, expanded services, and instituted
operational and financial reporting. This lowered costs ~$2M the first year.

Relationship Management: Coalesced Board and Physicians, focused patient rounds, patient safety & quality, evolved physician recruiting in OB, and
added orthopedic pain management services. This increased patient satisfaction 50% in 15 months, improving community Board and physician
confidence.
Employee Engagement: facilitated change management discussion with physicians and associates. Achieved high-levels of physician and staff
engagement. This reduced turnover 30% over 2 years.

Summation: The above efforts restored the viability of the Hospital and prevented financial crisis as it eliminated quality issues and
instituted a culture of excellence. These achievements resulted in promotion to lead the entire region as CEO.

ACHIEVED IN THE ROLE OF EXECUTIVE DIRECTOR, HEALTH SYSTEM OPERATIONS

Scope of Responsibility & Achievement: Called upon by system Chief Medical Officer and Chief Operations Officer to lead restructuring of
laboratory services at 15 network hospitals that were generating variation, above average expense, and marginal joint venture results. The project
plan generated the following changes and benefits over 4 years:
Performance Improvement: Eliminated ~$2M lab costs and reduced general expenses roughly 10% for each location, significantly below best practice
DRAFT

standards. This enabled resources to be re-deployed and outsourced 900 FTE without affecting turnaround times.
Vendor Management: Restructured, renegotiated, or reassigned vendor relationships generating an average 12% cost reduction per location.
Business Development / Joint Venture Management: Joint venture income increased 300% over the 4-year period due to reduced outmigration of lab
services and growth; all lab capital expenditures were eliminated, and improved fee structures to customers.
Quality: Standardized all lab equipment, test menus, pathology, quality oversight, and physician services.

Summation: Because of these efforts and achievements, was appointed to the JV Board; was recognized as a national best practice for lab
operations by Ascension Health executive leadership.

ACHIEVED IN THE ROLE OF DIRECTOR, REGIONAL NETWORK DEVELOPMENT (2003 2008)

Scope of Responsibility & Achievement: Called upon to create a network-wide physician centered growth plan to expand clinical services in the
central Indiana hospitals. Led relationship development discussions with MD and hospital executive leaders, provided market analytics on patient
access, and led competitive intelligence. This effort bolstered market share goals and established 40 specialty clinics in 15 hospitals throughout
central Indiana and refined the health networks rural health strategy. The following are a few notable events:
Strategic Planning /Rural Health Patient Access: Identified and secured $4M in telemedicine grants and $16.4M in State funds. Utilized portions of these
grants for expansion; developed tele-psychiatry, tele-cardiology distance medicine applications.

Business Development: Called upon to lead construction project planning for a $200M, 180 bed hospital project in Lafayette, IN. Facilitated discussions
with ~150+ multi-specialty physician group (Arnett Clinic) to plan services, programming, and business case for construction, partnered with finance and
physician strategy leaders on inpatient / outpatient service mix, imaging joint venture development, and led execution. This established the foundation
for the new system hospital in Lafayette, improving competitive position in market.

EDUCATION & SPECIALIZED TRAINING

INDIANA WESLEYAN UNIVERSITY, INDIANAPOLIS, IN: MBA (1993)
INDIANA UNIVERSITY, PUBLIC HEALTHCARE ADMINISTRATION, INDIANAPOLIS, IN: Bachelor of Science (1984)
License: Comprehensive Health Facility Administrator, State of Indiana, 1987 to current, #14002950A
FACHE: Fellow-American College of Health Care Executives

BOARDS & AFFILIATIONS

Adjunct Professor, Indiana Wesleyan University DeVoe School of Business, Health Services Administration.
Board Member for St. Vincent at SV Dunn (2 yrs)/ SV Salem (2 yrs) / & SV Jennings (10 yrs)
Mid-America Clinical Lab Joint Venture, St. Elizabeth Coleman Adoption Agency
IN. Rural Health Assoc. (IRHA), Indiana Tele-Health Network, United Way of Hamilton Co; Henry Co.; Area Six Council on Aging Muncie