ERICH ALAN MOUNCE
10015 Gary Road
Scottsdale, Arizona 85260
Home: (480) 242-3166
Work: (602) 576-5456
Email: EMounce@aol.com
EDUCATION
1992 Masters, Health Administration California State University Northridge
Northridge, California
Health Administration
1989 Bachelors, Health Administration California State University Northridge
Northridge, California
Health Administration
1981 Licensed, Los Angeles County EMT – 3, Paramedic
Los Angeles Paramedic Training
Los Angeles County Harbor / UCLA Medical Center
Los Angeles City Fire Department
EXPERIENCE
2006 to Present Envision Hospital Corporation
Scottsdale, Arizona
President & CEO
Operational responsibility for 2,373 licensed beds within 6 acute care hospital facilities
located in large urban regions throughout U.S.A. Envision manages $1.0 billion in annual
gross billings and $400M in net collections. Reporting directly to COB / Founder with
direct P and L responsibility along with direct review of regulatory, compliance,
operations and personnel in excess of 4000 employees. The company manages two
medical education programs with universities in Chicago and in St Louis with 100
residents and 25 fellows. Responsible for company owned or partnered relationships for
IPAs, PHOs and medical groups.
Implemented $60M refinancing in 90 days. Plan included an accounts
receivable sale along with mortgages on company owned property. The
accounts receivable sale and mortgage agreements were completed. The
refinance was successfully closed completely taking out the prior lender
and providing an additional $10M in liquidity. This refinance allowed the
company to pay down additional debt and give the majority shareholder
more flexibility with dividend covenants.
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Developed and Implemented “Position Control” plan for all facilities. Ever
increasing, non-budgeted, FTEs continued to reduce company operating
performance as reflected on variance of annual budgets. Key issue for
executive management but facility local management unable to maintain
budget performance. Plan included corporate / executive dash board for
newly created staffing review position to review real time staffing ratios
and patterns from the corporate headquarters location. Resulted in
providing senior most management with detailed staffing ratios by
department and patient floor which were sent via email to the newly
created "position control." The position control RN had the authority to
directly contact facility senior level nurse managers at each facility and
suggest, identify or assist in changes in staffing patterns per required
census. This effort increased hospital staffing budget success for each
hospital from 50% to 82%.
Directed detailed business line review on specific region that continued to
miss budgeted EBITDA. Authorized the closure of obstetrics, orthopedics
and open heart procedures while consolidating beds from there campuses
to two. Opened new rehabilitation and psychiatric services and directly
managed public relations as a result of these changes including attending
public meetings, focus groups and state regulatory meetings. Direct
oversight was required to reduce impact of negative community relations
resulting from decrease in services which also assisted to prevent further
reductions in patient admissions. This entire nine month process resulted
in revenues dropping 30% within the first five months but by the ninth
month a positive EBITDA of 7% had been developed. The facilities are
currently on budget for a 12% monthly EBITDA.
Negotiated a purchase agreement for eight times EBITDA to sell 180 bed
LTAC / SNF in six months or less. Created and distributed 22 RFP
packages in the marketplace and received five acceptable responses.
Conducted a quasi-auction over a two week period which resulted in a far
superior purchase price given that the average EBITDA multiple for the
last ten completed LTAC transactions was five to six times EBITDA.
2002 to 2006 Doctors Community Healthcare Corporation
Scottsdale, Arizona
Executive Vice President
Chief Operating Officer
Managed day to day company operations through Chapter 11 proceeding which included,
downsizing corporate operations, closing and selling off of operational assets, DIP
financing, creditor negotiations, court testimony, legal review and coordination with
hospital operations. Lead negotiator in successful reorganization plan.
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Career defining moment occurred just as company had executed a letter of intent
to buy two acute care hospitals taking the company to $1B in net revenue. That
same week received notice that company’s financing source was ceasing all
advances and funding over the next 15 days. Reacting quickly and as required for
survival, the company filed Chapter 11 within 72 hours and received court
approval for financing. Developed and implemented emergency action plan for
six hospitals which included employee, physician and community
communication. Managed the termination of forty five corporate employees.
These immediate and proactive actions were critical to the success and ultimate
emergence from the Chapter 11. During this period was appointed and approved
by the bankruptcy court as new Executive Vice President and COO.
Developed and implemented bankruptcy approved restructuring plan which
resulted in emergence from bankruptcy within 18 months with similar
shareholders and an unprecedented financing from creditors committee and other
affected bankruptcy related parties.
Raised $13 million in new private equity from key participant in company’s
future which included vendors and MDs to complete company’s emergence from
bankruptcy.
Within one year of emergence from bankruptcy, planned, negotiated and managed
integration of three hospital system from Tenet Healthcare which resulted in an
increase in net revenue to company of $150 million, a 40% increase in the size of
the company.
Led the refinance of $40 million in secured debt with Capital Source LLC, for an
asset based credit line and term loan while simultaneously closing on the
acquisition of three St Louis area hospitals.
Designed, conducted “road shows” and implemented syndication plans to
complete physician syndication of one of company’s hospitals. Held focus
meetings on the group’s desires and end goals. Working closely with the legal
team, developed private placement documents and worked under STARK and
Anti-Kickback rules. The effort raised $750K in primary common stock and
$900K in preferred stock syndication with 25 physicians and/or physician groups.
1996 to 2002 Doctors Community Healthcare Corporation
Scottsdale, Arizona
Executive Vice President
Administration and M&A
Responsible for all M&A strategy, development, due diligence, negotiations, capital
acquisition, debt financing, closing and integration of operations.
Added $300M in net revenue through three major acquisitions and two
management contracts.
Managed merger integration of newly acquired DC acute care hospital.
Integration and consolidation was necessary due to the presence of a nearby
company owned facility. Provided direct oversight of integration and created the
operations plan to consolidate departments and migrate to a common IT system.
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Plan included one facility closing acute care and consolidating surgery, radiology,
emergency services and medical services. The results were excellent, costs were
reduced $5M and revenues increased $35 million and region maintained a 13 %
EBITDA margin.
1994 to 1996 Doctors Corporation of Southern California
Brea, California
CEO
Led the start up of a physician management organization that handled independent
physician associations (“IPAs”) and clinic operations. Responsible for a staff of 45 and a
P & L of $10.8M.
Startup opportunity which required 60 days to transfer existing management
needs to the new start-up company. Required identification of IT systems as the
most critical need for management services. Reviews were conducted and two
systems were selected for within three days. The team was selected within five
days. By day 45, IT systems were installed and operating for in house training and
a dry run prior to the go live date. All management services were moved on time
saving $1.2 million in management fees.
New physician management services required implementation of new primary
care, specialty care, ancillary care and hospital contracts.
1991 to 1994 Medco Associates
Sun Valley, California
Vice President Corporate Development and Marketing
Held several positions within the company, beginning with IPA manager to corporate VP.
Managed day to day activities of privately held physician organizations / IPAs.
Managed budgets from start up to $3.0 million. Responsible for claims operations,
contract negotiations, case management, quality and provider services.
Maintained P & L responsibility and board reporting. Participated in due
diligence, acquisitions and consolidations of IPAs and their management
companies which resulted in further integrations of IT, contracts and employees.
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1981 to 1991 Los Angeles City Fire Department
Los Angeles, California
Senior Field Paramedic
BOARD AND COMMITTEE MEMBERSHIPS
Professional
- Envision Hospital Corporation, Director, 2002 - Current
- Envision Hospital Corporation Compensation Committee 2002 - 2005
- Michael Reese Medical Center Board of Directors 1998 - Current
- Pacifica Hospital Board Director 2002 - Current
- Pacific Hospital Advisory Board 2002 - Current
- Hadley Memorial Hospital Board of Directors 1994 - 2006
- ILYM Board of Directors, Privately Held Dunkin Donuts Baskin Robbins
Franchise Company with 4 stores in Scottsdale, Arizona 2004 – 2007
- Board Member Co-Founder LovingBack.com
Community
- Healthy Communities Foundation 2004 - Current
- Los Angeles Paramedic Relief Association - 1985 - 1995
PROFESSIONAL AND COMMUNITY AFFILIATIONS / AWARDS
- American College of Healthcare Executives
- Aji Network Affiliation; BPC Course
- Received "Los Angeles Community Protectors Award” Los Angeles
County Board of Supervisors 1991
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EDUCATION POSITIONS
1992 to 1994 Guest Lecturer –School of Health Administration
California State University Northridge
1991 to 1993 Consultant – Center for Health Policy Research, School of Health
Administration
California State University Northridge
PUBLIC PRESENTATIONS AND PUBLICATIONS
- Panel Discussion, 2002 Los Angeles County Board of Supervisors.
Closed session on “Privatizing Public Safety Net Hospitals.” Zev
Yaroslavsky, Board President.
- Invited Speaker, 2001 Coalition for DC Healthcare Safety Net Hospitals.
DC Healthcare Alliance.
- Designated Speaker, 1998 Michael Reese Medical Center CON Hearing.
4th Quarter CON Committee
- “PreHospital Recognition of Free Standing Advance Directives” A Policy
Recommendation for the County of Los Angeles. 1992 College Press,
California State University Northridge