Paul Osborne applies more than 17 years of operations improvement experience to health care provider clients including hospitals, health systems, academic medical centers, and physician practices. He has held senior leadership positions with some of the largest health care consulting and financial advisory firms in the United States. Mr. Osborne is a recognized national expert in health care performance improvement, assisting financially distressed and financially stable hospitals in improving their operating margins. He has extensive experience advising and implementing performance improvement solutions to health care provider clients as they overcome complex financial challenges. He has successfully led some of the country’s largest and most complex hospital performance improvement engagements.

Representative examples of Mr. Osborne's engagement experience include:

• Served as the chief implementation officer leading a financial turnaround for a three-hospital health system located in Virginia. With a focus on cost reduction and improvements in revenue cycle processes, he led the organization to a $25-million operating margin improvement and returned the system to profitability. 
• Led a major performance improvement engagement for a $1-billion health system in the mid Atlantic. Targeted improvements focused on labor cost reduction, supply and purchased service cost reduction, revenue cycle improvements, length-of-stay reductions, reductions in physician expenses, savings in human resource expenses, and revenue improvements from improved clinical documentation. Mr. Osborne helped the organization achieve a combined $53 million in improvements.
  
• Served as the chief implementation officer for a mid-size hospital in the Northeast. The hospital was making 4-percent operating margins but was concerned about the impact of health care reform on future financial performance. He led a 12-month comprehensive improvement engagement that resulted in over $26 million in bottom-line improvements related to cost reduction and revenue improvement.
  
• Was the lead partner for a comprehensive performance improvement engagement for a Malcolm Baldrige award-winning health system. Mr. Osborne and his team worked with the organization to implement over $25 million in bottom-line financial improvements while maintaining the organization's award-winning employee and patient satisfaction scores. 
  
• Led multiple engagements for a 15-hospital faith-based health system with facilities in multiple states. The engagements have led to over $60 million in improvements related to cost reductions and improvements in revenue.
  
• Served as the chief implementation officer for a $1-billion health system in the Northwest. He assisted the organization in implementing over $20 million in labor cost reductions.

Education

• Pepperdine University
  MBA, 1994
• University of San Diego
  B.B.A., Business Economics, 1989

Employment History

• Huron Consulting Group (Wellspring Partners)
  Managing Director
  2006 - 2011
• PricewaterhouseCoopers
  Director
  2001 - 2006
• Advisory Board Company
  Engagement Director
  2000 - 2001
• Cardinal Health
  Project Manager
  1994 - 2000