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Jeff Gorke


Jeff Gorke has been in healthcare management for 34 years. He provides strategic and operational expertise enhancing client processes and programs, drives efficiencies, and improves profitability (EBITDA). For half of his career Jeff ran medical groups. For the second half of his career, he has advised a varied array of healthcare delivery platforms including, but not limited to, academic medical centers, private practices, Tribal communities, rural clinics, FQHCs, SNFs, and not- for-profit health systems. Given his operational background and depth of knowledge in a variety of care delivery spaces, Jeff acutely understands the management and staffing needs depending on the system.  

Jeff assists clients with operational assessments, both hospital and physician practices/for-profit and not-for-profit systems, physician compensation reviews, employed physician network turnarounds, financial and revenue cycle assessments/rebuilds, and strategic and operational planning. Jeff also applies his SME level of expertise on all our practice executive searches. He is acutely aware that practice improvements start with great executives leading the charge.

Key Accomplishments 

  • Revenue cycle – teamed with client to rebuild RCM for $800M organization; initial project outcome: 14 – 1 ROI within 6 months.

  • Skilled nursing facility – assessment and implementation; project outcome: after 5 years of losses, SNF profitable within 6 months.

  • Large community health system – interim VP and assessment, ambulatory system turnaround; project outcome: losing $400k per provider to break even within 18 months.

  • Academic med center – patient access project; project outcome: improved patient access via systemic change amongst 2700 providers and multiple locations.

  • Academic med center – redesigned “go to market” marketing strategy and spending between university and faculty practice.

  • Large health system redesign – project outcome: redesigned care delivery in ambulatory/clinic operations.

  • Rural clinic – identified staffing deficiencies (~$900K) and staff/provider misalignment.

  • ASC - reduced expenses, improved ASC volume, and access, prepared for “fractional” sale; project outcome: 13 – 1 return in 4 months.

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