1. Alan S. Dow, MSHA, MBA, SSBB
1209 Seward Drive ▪ O’Fallon, IL 62269 ▪ 678-749-4684 ▪ alansdow@gmail.com
Summary
Experienced healthcare administrator dedicated to development and implementation of the ideal patient experience-driven
by quality, process improvement, and financial management. Adept at identifying and implementing methodologies for
operational and quality improvement. Experienced in inpatient and outpatient hospital and clinical operations and billing.
Experience
Barnes-Jewish Hospital St. Louis, MO
Clinical Program Manager – Neurosciences Dec 2014 – Current
Neurology and Neurosurgery
 Provide ongoing program management of the neurology and neurosurgery programs across all geographic
locations in the region.
 Coordinate development and implementation of strategic plans working closely with hospital and physician
executive leadership
 Operational management of 8-bed Long Term Epilepsy Video Monitoring Unit. Responsible for overall
department operations, productivity, and financial performance in accordance with budgeted goals
 Manages joint Hospital and Washington University School of Medicine (WUSM) comprehensive infrastructure,
steering committees, implementation committees, and subcommittees in collaboration with the physician
leaders/medical directors and hospital directors/vice presidents for the purpose of addressing inpatient and
outpatient services; policies, procedures and treatment protocols; supply chain; clinical outcomes; patient
experience; growth and capacity planning; and financial performance
 Lead and manage new initiatives and implementation of evidence based practice. Develop continuing alliances
and communication with peer institutions. Foster relationships and collaboration between all key stakeholders
 Develop and execute process improvement programs using data/analytics and Lean/Six Sigma methodologies
that directly impact key metrics related to people, service, growth/innovation, quality, and margin. Monitor and
develop program scorecards to support analysis for use in mission support agreements, medical directorships,
physician co-management, operational excellence and performance/care improvement
 Develop, monitor, and execute program contracts for mission, salary, or operational support between the hospital,
WUSM, and external agency
 Responsible for coordinating the completion of strategic and operational capital projects, general construction,
and facilities upgrade projects for the departments to include planning, coordinating, and preparing the annual
capital budgets.
 Ensure compliance with all applicable regulations
Barnes-Jewish Hospital St. Louis, MO
Department Manager-Performance Improvement Patient Safety & Quality Sept 2011- Dec 2014
Business Manager for Patient Safety & Quality
 Responsible for departmental budget, daily operations, and strategic planning. Facilitate fiscal and budgetary
oversight for the departments of Performance Measurement, Risk Management, Patient Safety, and Infection
Prevention
 Operational oversight and account administrator for University Healthsystem Consortium (UHC)
 Content expert for UHC, national benchmarking, and associated risk adjustment modeling to hospital and service
line leadership for quality improvement. Since 2011, BJH has improved its national rankings from 92 to 17 with a
goal of making “top 10” by 2015. BJH received the Rising Star award for the most improvement in 2014.
 Provide internal and external benchmark reporting to executive leadership, and serve as content expert and
hospital representative to BJC initiatives and BJH senior leadership for all publicly reported measures
 Ensure hospital meets all state, federal, and Joint Commission reporting requirements and provide regular
reporting to executive leadership on federal quality improvement initiatives (Value Based Purchasing, HAC
Reduction Program)
 Responsible for annual hospital operating and bed licenses and Missouri Hospital Association Annual Survey
 Daily oversight for development of multiple clinical performance improvement applications and databases

2. o Development and implementation of Patient Safety Indicator database facilitated the reduction of
PSIs/HACs for an improvement in national rankings of 81%
 Serve as content expert for publicly reported measures on numerous hospital committees: Patient Safety &
Quality Council; Data Management Group; BJC Performance Improvement; Cancer Quality Committee;
Documentation and Coding Committee; Sepsis Mortality Committee
Emory Healthcare, The Emory Clinic Atlanta, GA
Department of Neurology – Clinic Administrator June, 2008 – Sept 2011
 Responsible for all clinical operations for a 65 physician practice providing more than 45,000 clinical encounters
per year across 6 OP clinics and four hospitals to include IP ward, neuro-ICU, stroke, epilepsy/EEG ward, neuro-
consult, and neuromuscular-consult attending services
 Clinical operations supported by 1 clinical manager, 3 mid-level managers, 1 clinical coordinator, 62 support staff
 1 mid-level manager recently promoted internally within the neurosciences center to practice
manager
 Managed the operational and fiscal activities of the department from a $16M operating budget in 2008 to $23
million in 2011; key areas included budgeting, reporting, payment collections, payroll, and development activities
 Recruitment and onboarding of 23 physicians, including individual productivity plans, customized practice
growth/development strategies, and strategic program development
 Strategic Growth – operationalized a new neuropsychology and sleep program, addition of new 462 bed hospital
to the practice (24/7 IP consult service & OP clinic), addition of two new OP locations with renovation/relocation of
three OP clinics, development of neurohospitalist program for in-patient consult service
 Partnered with Pulmonary medicine to reduce turnaround time of sleep studies from 21 days to 5 days through
the implementation of a performance-based physician incentive plan
 Reduced payment denials from 6% to 1.5% of charges through initiatives in referral and pre-cert management
 Implemented new billing workflows to increase 10-day charge lag compliance from 83% to 97%
 Achieved sustained growth in Press-Ganey patient satisfaction scores from the 23rd percentile to the 73rd
percentile
 Integrated Neurology, Neurosurgery, and Rehab Medicine into a consolidated 15,000 square foot OP
Neurosciences Center
 Managed departmental compliance and reaccreditation with The Joint Commission without citation
Emory Healthcare, The Emory Clinic Atlanta, GA
Administrative Resident to the Chief Operating Officer June, 2007 – 2008
 Managed the Patient Access Services Specialist (PASS) initiative for the intentional redesign and standardization
of clinical operations across the Emory Clinic (a 1000+ physician practice)
o Utilized Six Sigma methodology in the Neurology and Urology departments to reduce patient cycle times
through front-end processes
o Designed and implemented a balanced scorecard for the reporting of scheduling activity across the
Emory Clinic
o Established standard policies for scheduling activities, including standardized templates for provider
schedules, procedures for handling late and canceled patients, and front desk operations
 Managed the Clinical Ambulatory Redesigned Environment (CARE) initiative for the intentional redesign and
standardization of patient care across the Emory Clinic
o Standardized nursing and triage protocols for clinical support
o Established education/training requirements for clinical roles
o Developed triage protocols for both call center and ambulatory settings
o Established standards for medication administration- now adopted for system-wide annual competency
certification
 Developed an “Accountability Matrix”- now utilized to identify and provide a standardized communication
mechanism of all operating positions across more than 70 divisions.

3. Aerotec, LLC (GIS Industry) Birmingham, Alabama
Department Manager 2001-2006
 Led production team transitioning R & D into marketable products
 Research and Development: Led multiple teams to develop new business lines and software involving state-of-
the-art technology
 Business Development: B2B and consumer marketing of products to senior level executives; onsite training and
technical support
 Remote Data Collection: On-sight team leader responsible for airborne collection/ synthesis/delivery of
topographical information using laser technology for major utility companies across the United States
Education
The University of Alabama at Birmingham Birmingham, Alabama
Master of Science in Healthcare Administration 2005-2008
The University of Alabama at Birmingham Birmingham, Alabama
Master of Business Administration 2005-2007
The University of Alabama at Birmingham Birmingham, Alabama
Bachelor of Science – Operations Management 1999-2003
Professional Certifications
The University of Alabama at Birmingham Birmingham, Alabama
Class A Certification – Healthcare Financial Management 2008
Georgia Institute of Technology Atlanta, GA
Six Sigma – Black Belt 2008
The University of Alabama at Birmingham Birmingham, Alabama
Class A Certification – Gerontology 2007
Professional Affiliations
 American College of Healthcare Executives
 American Academy of Medical Administrators
 Neurosurgery Executive’s Resource Value & Education Society (NERVES)
 MS Society: Corporate Achievers
 Young Leaders of The Foundation for Barnes-Jewish Hospital