As a Partner and Healthcare practice leader, Alex Hunter brings with him more than 26 years of healthcare experience. His expertise is focused on design, development, and implementation of physician-hospital alignment at the strategic, financial, and operational levels. He has provided guidance for health system leaders as they prepare their organizations for health reform.
In this role, Alex has led the integration, multi-specialty physician practice acquisition, and execution of specialty and primary care physician-hospital institutes. Further, he has developed and implemented large-scale healthcare performance improvement plans for hospital-affiliated physician organizations including: operational restructuring; overhead reduction; revenue cycle improvement; and improvement in organizational productivity.
In addition to physician-hospital collaboration, Alex has led projects for some of the largest hospital and physician groups in the country on such issues as compensation plans for multi-specialty groups in a combined capitation / global payment and fee-for-service model, market development for integrated healthcare delivery systems, the streamlining of clinical operations, and the development of methodologies for distributing global capitation revenue among physician organizations. Alex’s expertise also includes compensation design models for physician leadership and medical directorships, specialty-specific funding strategies, and enhancement of clinical productivity.
Select engagement experience includes:
Developed and led the execution of a turnaround plan for a 90-provider, multispecialty care practice. This engagement involved reducing the “run rate” operational loss from over $20 million to less than $1 million in three years.
Led the development and operational integration of nationally recognized cardiovascular institute comprising over 110 physicians, and the entire cardiovascular service resulting in over $10M in improved financial performance.
Developed market-based methodology to serve as the funding methodology for a Professional Services Agreement between a large multi-hospital system and a large 400-physician group.
Provided extensive assistance to a fully integrated cardiovascular practice that is comprised of 90 employed cardiologists, cardiovascular surgeons, and vascular surgeons plus 16 affiliate cardiologists together with a five-hospital health system in a large metropolitan service area.
Lead the analysis of the business case for implementing an ambulatory electronic medical record (EMR) for a 350-physician, multi-specialty organization and a major insurance company in the Southeast. This included an assessment of the business case and implementation plans for all stakeholders (physicians, hospital, payor, patients, and vendor).
Masters in Divinity, Harding University B.B.A., Business Administration, University of Missouri