I have experience in a variety of healthcare leadership settings including; Army Medical Service Corps hospital administration, hospital operations at a 300 bed Community Health Systems hospital and business development at Tenet Healthcare's 630 bed flagship hospital. I am currently the Vice President of Operations at NorthStar Anesthesia.

Vice President of Operations @ NorthStar provides anesthesia care to hospitals - improving efficiency and accountability with a proven performance-driven approach. The Vice President of Operations is responsible for the operations at 10 - 20 hospitals throughout the country - key responsibilities include; financial performance, customer service, optimal staffing and on-going communication with customers (hospital leadership). From June 2015 to Present (7 months) Dallas/Fort Worth AreaNational Director of Physician Development - Outpatient Services Division @ The National Director of Physician Development for Outpatient Services Division (OSD) has responsibility for providing leadership for the development of Tenet’s business strategy and key initiatives for the Outpatient Services Division serving as a conduit between operations, marketing, and other key stakeholders. This position has responsibility for planning, organizing and directing the activities aimed at meeting the provider needs of existing and new center development (40 new Urgent Care Center openings by the 2nd quarter of 2015). This executive will also be responsible for overseeing and managing the development of OSD recruiting strategies and programs for physicians and mid-level providers. The Director of Physician Development works collaboratively with marketing staff to promote physicians by developing and implementing plans to promote a positive public image for the centers, hospitals, and Tenet both internally and externally. From March 2014 to May 2015 (1 year 3 months) Director of Medical Professional Services @ 11/11 – 3/14 - Director of Medical Professional Services at Brookwood Medical Center: Responsible for physician recruitment, monthly hospital volume performance reporting and sales force management at one of the largest for-profit hospitals in the U.S. The sales team consists of four physician relationship managers focused on driving incremental volume to the hospital. In addition, responsible for the hospital’s achievement of annual EBITDA budget. • Exceeded physician manpower plan two years in a row, facilitated employment of 14 physicians, redirected 18 physicians in the hospital’s service area and relocated 17 physicians to the hospital’s service area. • Developed first of its kind physician recruitment portal, brookwooddoctors.com, doubling candidate through-put, improving internal communication and physician candidate satisfaction. • Achieved physician satisfaction score of 87% very satisfied, the highest score for the hospital in 6 years and the 2nd highest “improved score” throughout all of Tenet’s 50 hospitals. • Led sales reps to achieve top 6% ranking of Tenet’s 150 sales reps resulting in 1409 incremental hospital admissions. • Assisted Chief Development Officer with large physician practice acquisitions; due diligence, fair market value assessments, whitepaper, LOI and proforma development process. • Led strategic development process for the hospital’s Orthopedic Service line in collaboration with leading orthopedic surgeons resulting in a comprehensive 5 year strategic plan. • Planned and executed a pilot test to book patient appointments with primary care physicians upon discharge; forecasted to increase PCP clinic volume and improve the coordination of patient care - reducing unnecessary hospital readmissions. • Developed dashboard to integrate disparate data sets resulting in physician volume analytic insights to drive strategic decisions. From November 2011 to March 2014 (2 years 5 months) Birmingham, Alabama AreaAdministrative Specialist @ 10/09-11/11 Administrative Specialist at Southside Regional Medical Center: Acute care hospital administrator responsible for five hospital departments (160 employees) including; inpatient and outpatient dialysis, wound healing center, dietary, environmental services, and patient transportation. In addition, responsible for physician recruitment/relations, and the hospital’s strategic planning process for 2011. • Analyzed emergency department operations using lean six sigma methodology, decreasing length of stay in the emergency room by 30 minutes. • Employee satisfaction turn-around, 11% increase in dietary very satisfied score, 10% increase in housekeeping very satisfied score. • Complete turn-around of the EVS department, recruited new department director, increased HCAHPS cleanliness scores to the 80th national percentile. • Negotiated new linen contract, $120,000 in annual savings, re-negotiated Aramark food service contract, over $500,000 in annual savings. • Wound care same store sales up 9% vs. prior year, hyperbaric oxygen treatments up 7% vs. prior year. • Successful insurance facilitator project completion and implementation, $15,000 in collections since inception. • Increased Anthem Q-HIP score to 68.42 points resulting in an additional $104,000 of reimbursement in 2011. • Project Manager to develop the bariatric surgery service line from the ground up in six months. From October 2009 to October 2011 (2 years 1 month) Marketing Associate @ P&L responsibility for the siding shed business (40% of the overall siding business, $121,000,000 annual revenue). P&L responsibility for the Carrara Stucco System. New product development, commercialization of new products. Marketing communication, literature, sample, collateral creation director. • Instituted a 5-year, international marketing plan for the Carrara Stucco system, allowing the company to successfully enter the largest exterior cladding market. • Developed a non-skid sub-floor for the shed industry, sold $80,000 of product within the first month of entering the market, at the highest profit margin in the company’s sub-floor category. • Organized a Sears Home Pro SmartSide pilot program, allowing LP to gain siding share of the $300 million per year in Sears vinyl siding business. • Created a comprehensive architect education program, advertised the program in conjunction with field sales efforts resulting in 300 architect lunch and learns; $5,000,000 in potential new business from architect specs. From March 2008 to July 2009 (1 year 5 months) Market Development Manager @ Responsible for growing Louisiana Pacific business in South Texas and developing marketing strategies for the Southwest region (2007 Masters Award for sales excellence). • Converted 1550 homes to Louisiana Pacific’s radiant barrier in the Houston area by developing consultative partnering relationships, $2,511,000 of new business. • Converted 1400 homes to Louisiana Pacific’s sub-floor in the Houston area by leveraging relationships with both dealers and distributors of Louisiana Pacific’s products. • Facilitated the largest Smartside sell in history in Houston, 600 homes of new business. • Lead the Southwest Region’s sales team to improve Smartside Trim and Soffit marketing with the goal of a 2 year ROI of at least 25% and a 5 year ROI of at least 40%. • Coordinated mass Smartside mailing that resulted in 40 additional Smartside homes in Corpus Christi. • Created a market for Weatherbest composite decking in Galveston and Corpus Christi resulting in a total of 400 homes from zero homes in the previous year, $660,000 of new business. • Contributed field sales experience to the redesign of Louisiana Pacific’s website with a budget of over $500,000. From July 2004 to February 2008 (3 years 8 months) Property Book Officer/Logistics Officer @ Promoted to rank of 1st Lieutenant, responsible for providing logistics support and property accountability for 504-bed field hospital with equipment worth $84 million. Responsible for oversight of $380,000 operating budget and 240,000 square foot warehouse. • Implemented improved property accountability process that consolidated 20 property tracking receipts down to 2, decreasing number of personnel required from 20 to 2. • Implemented automated requisition system that eliminated 880 work-hours per month. • Orchestrated transfer of 8 medical sets from another unit across country, saving unit $900,000. • Overhauled supporting equipment document accounting system; increased accuracy of equipment records 30%, improved tracking efficiency 10%, and decreased lost equipment 30%. From 2002 to 2004 (2 years) Medical Platoon Leader @ 7/00-7/02 Medical Platoon Leader, U.S. Army Medical Service Corps: As a 2nd Lieutenant, led 32-person team providing medical services and supplies and ambulance evacuation support for 600-person cavalry squadron, employing and maintaining 12 vehicles, 20 medical equipment sets, and support equipment worth $3.5 million. • Planned and executed improved medical training that resulted in recognition as “Best” trained platoon out of 4 in regiment by evaluators during National Training Center (NTC) rotation. • Developed communication system with regimental intelligence; decreased died of wounds rate by 20%. • Integrated non-standard medical vehicles into logistics system; reduced field medic resupply time 30%. Successfully led team that provided improved medical support for squadron, decreasing died of wounds rate by 50% from previous rotation at NTC. • Implemented rigorous Expert Field Medical Badge training program for squadron that resulted in over 50% of soldiers entering competition qualifying for badge where Army average is 10%. From July 2000 to March 2002 (1 year 9 months)

MBA, Executive MBA @ University of Houston, C.T. Bauer College of Business From 2006 to 2007 B.S., Marketing Management @ Virginia Polytechnic Institute and State University From 1996 to 2000 High School Diploma @ Bishop McGuinness From 1992 to 1996 Matt Mettry is skilled in: Six Sigma, Data Analysis, Product Development, Strategic Planning, Problem Solving, Process Improvement, Team Building, Negotiation, Team Leadership, Leadership, Marketing, Healthcare, Project Management, Sales, Budgets, Management, Training, Healthcare Management