Positioning for Growth: Developing Scalable, Repeatable Processes (Focus on Methods & Procedures)
1 hour Audio and Power Point Presentation
Recorded April 28, 2015
At the conclusion of this session, participants should be able to:
- Explain to the audience how detailed processes and procedures have allowed Fast Pace Urgent Care to scale from 8 clinics to 24 clinics in less than 2 years.
- Help the audience understand the importance of developing solid procedures pre-clinic open (including training seminars and on-boarding procedures) to ensure that clinical standards are maintained and the company culture is supported.
- Describe the importance of generating buy-in from key stakeholders. Rather than pushing methods and procedures from the top down, ensure that your staff has aligned themselves with the broader company goals starting at a clinic level.
- Discuss the importance of marrying quantitative analysis with qualitative input from staff members. Fast Pace rigorously analyzes data to refine management & staff's intuition.
- Help the audience plan for the future. In such a rapidly growing and ever-changing industry, it is important to begin designing the processes that will be necessary for the future. What works with 1 clinic, likely cannot survive by the time you have 3, 4 or 5 clinics. Additionally, as Fast Pace has learned firsthand, it is important to continually refine the processes as geographic coverage expands and small nuances like time zones, begin to impact employee communication.
John Hennegan & Katrina Catto
John is a founding member of Shore Capital, a healthcare private equity firm focused on partnering with companies that have between $1-5 million of EBITDA. John is primarily responsible for the sourcing and evaluation of investment opportunities and operating executives. Prior to founding Shore, John worked at Henry Crown & Company, the private investing firm for the Crown family of Chicago. While at Henry Crown, John completed the acquisition of Formax (now part of Provisur Technologies) and worked with management to identify and pursue multiple add-on acquisitions. In addition to evaluating new investment opportunities, John worked extensively with portfolio company managers to streamline operations and improve profitability. Prior to joining Henry Crown, John worked in Citigroup's investment banking division in New York and Chicago providing merger and strategic advisory services and debt and equity financing for companies across a diverse set of industries including automotive, consumer products and metals and mining. Outside of the office, John is a member of the Shedd Aquarium Auxiliary Board and an avid golfer. John earned his M.B.A. with Distinction from the Kellogg School of Management at Northwestern University where he was an Austin Scholar and received a B.S. with Honors from the University of Illinois.
Disclosures: The above faculty had no relevant financial relationships to disclose.
The Urgent Care Association of America designates this enduring material activity for a maximum of 1 AMA PRA Category 1 Credit(s)TM. Physicians should claim only the credit commensurate with the extent of their participation in the activity.
This activity has been planned and implemented in accordance with the Essential Areas and Policies of the Accreditation Council for Continuing Medical Education. Credit for this course is good for 1 year after purchase.
Urgent Care Management Certificate (UCMC) Credit
This course is designated for 1 credit of Operations towards the Urgent Care Management Certificate.
Submitting for Credit:
If you would like to submit for either of the credit above, once you complete the activity you must submit for credit you will need to complete the 5 question exam. You must answer 3 out of 5 correctly to receive credit. Your credit will be placed in your profile under Professional Development or click on "My Credits". Email firstname.lastname@example.org with questions.
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