Michael works with healthcare providers to improve operations and capture short-term growth. He focuses primarily on helping distressed and underperforming institutions make transformational improvements by taking a holistic view of the factors that drive performance. He also helps leaders design and execute comprehensive turnaround programs in both clinical and nonclinical areas.
Since joining McKinsey, Michael has gained broad experience across the provider landscape, including for-profit, not-for-profit, academic, and community hospitals. He helps healthcare systems provide better patient care while making operations more efficient.
Examples of his recent client work include the following:
- leading the turnaround of a failing nonprofit hospital system, applying a full range of growth and cost-reduction strategies across physician alignment, labor, supplies and purchased services, revenue cycle management, and managed-care pricing
- leading due diligence on a distressed provider system developing a turnaround and restructuring plan
- serving as VP of project management for a for-profit hospital system implementing a portfolio of performance-improvement initiatives
- developing and implementing a tool kit of tactical operationally based growth strategies that providers can apply to drive top-line performance with minimal investment
- developing service-line growth strategies in orthopedics for a provider system
- leading a clinical operations team focusing on reducing length of stay and improving throughput for a provider