Larry J. Zimmel is an experienced healthcare executive seeking a Vice President of Operations position for physician practices. He has over 15 years of experience managing multi-specialty physician groups, developing strategic and operating plans, negotiating contracts, and improving operations. His background includes increasing revenue, transitioning compensation models to value-based systems, and implementing quality improvement initiatives.

1. LARRY J. ZIMMEL
1096 Bayberry Drive | Canonsburg, PA 15317 | 724-884-7735 | lkzim@yahoo.com
CAREER TARGET: VICE PRESIDENT of OPERATIONS for
PHYSICIAN PRACTICES
Physician Recruitment ~ Operations Management ~ Budget Development
Accomplished Healthcare Executive with expertise in managing teams and projects to improve quality assurance and
streamline clinical operations. Exemplary operations manager with a background in starting up a multi-specialty practice
group, managing physician recruitment, contract negotiations, formulating operating budgets and establishing
management structure. Skilled in installing information systems, performing strategic planning and directly managing
and administering multiple departments.
 Adept at negotiating managed care agreements with third party payers.
 Distinguished background driving strategic plans and projects forward through clearly defined governance and
project management methodology.
 Skilled in identifying and nurturing key partnerships to increase innovation. Experienced in playing a leading role to
extend and optimize service delivery.
AREAS OF EXPERTISE
 Strategic Planning & Analysis
 Business Process Engineering
 Clinical Administration
 Cost Reduction & Elimination
 Operational Leadership
 Revenue Enhancement
 Physician Contracting
 Patient Satisfaction & Relations
 Contract Negotiations
 Process Improvements
 Team Leadership
 Managed Care Agreements
 Value Based Reimbursement
 LEAN/PFCC Methods
PROFESSIONAL EXPERIENCE
WASHINGTON PHYSICIANS GROUP – Washington, PA January 2012 – December 2015
Administrative Executive
Directed operations for this multi-specialty, employed, physician group, composed of 70 providers, 235 FTE’s, 18 different
specialties and 26 practice locations as part of an integrated delivery system. Held full profit and loss responsibility for
business of $25MM annually in revenue. Implemented physician governance structure with Physician Advisory Board,
supported by sub-committees in the areas of Operations, Finance, Quality and EHR. Developed and implemented
physician compensation model to transition from volume based reimbursement to value based reimbursement. Steered
“Physician Scorecard” at Practice and individual provider level.
 Increased Net Revenue/Visit by 15% from FY10 to FY14, maintaining a loss of $75,475 per physician versus national
average of $176,463.
 Decreased expenses from FY13 to FY14 by $1,473,194.
 Grew system contribution by 10% from FY11 to FY14.
 Implemented CMS STARS program in June 2014, in conjunction with additional risk/gain share programs,
generating an additional $1,120,000 of incremental revenue as well as a gain of $245,000 for achieving meaningful use
metrics for all PCP and Cardiology practices.
 Negotiated all physician employment agreements, both renewal and new physicians, implementing physician
compensation model based on wRVU production versus MGMA benchmarks.
 Rolled out Toyota Production System (LEAN/Patient Family Centered Care (PFCC) at the practice level.

2.  Launched use of DSS Patient Satisfaction Surveys in FY13, securing scores in the 89th percentile versus database of
55,000 physicians; practices scored on 32 metrics.
LARRY J. ZIMMEL PAGE 2
ELK REGIONAL HEALTH SYSTEM – St. Mary’s, PA June 2009 – December 2011
Vice President of Physician Services
Held system-wide responsibility for 46 physicians and 18 mid-level provider employed groups as part of an integrated
delivery model. Implemented hospital based billing process in individual practices. Provided executive leadership for the
installation of an electronic medical record system at practice sites. Developed, in conjunction with ERPG Board and
medical staff, a financial and operating reporting tool; both at group and practitioner level. Began transition to WRVU
productivity model for physicians.
 Generated an additional $880,096 through hospital based billing and reducing A/R from 48 to 35 days.
 Enhanced ongoing patient satisfaction with physician services, achieving target satisfaction level of 93% with actuals
ranging from 98% to 99.2%.
 Designed and initiated monthly educational programs for medical staff to develop an understanding of functioning
as part of an integrated delivery system.
GEISINGER MEDICAL CENTER – Danville, PA December 2007 – May 2009
Operations Director, Neuroscience, Pediatric Neurology
Administratively managed the Neuroscience Service Line for the Geisinger Health System. Implemented and managed
the Tele stroke Initiative to outlying hospitals. Established system wide Intraoperative Monitoring Program. Formalized
call schedule for Neurosurgery and Neurology to ensure coverage and meet trauma center designation. Lead GQI team to
address access issues in outpatient clinics. Managed physical move of Neurophysiology department; on time and on
budget. Reduced number of open encounters and undocumented patients visits to less than 5 percent.
 Partnered with Service line leadership to develop comprehensive operating plan that encompasses provider
recruitment, capital needs, infrastructure, and space requirements.
 Drove expansion into Western Hub of Geisinger primary market.
 Developed a formal program for providers on critical care billing, developing and communicating provider coding
profiles with staff.
 Partnered with Revenue Cycle team to develop and implement a process to monitor physician compliance.
 Steered the development and implementation of tele stroke initiative.
 Played instrumental role in expanding Geisinger presence in outlying hospitals and elevating standard of care for
patients.
 Developed processes to increase referrals and inpatient revenue.
WOMEN’S HEALTH SERVICES OF CENTRAL VIRGINIA – Lynchburg, VA February 2005 – December 2007
Practice Administrator
Engineered a turnaround in Revenue Capture Cycle that increased net collections by 1.5MM from 2004 -2005 and an
additional increase of $500,000 from 2005-2006. Reduced days in A/R from 56 to 40. Established formal physician
governance structure. Thirteen physicians, two mid-level providers and sixty-five staff.
Held earlier roles as Consultant with PROVA Images, Inc., and Executive Director with The Heart and Vascular Center
EDUCATION
B. A. Personnel, MA. Human Resources
University of Cincinnati, Cincinnati, Ohio