Case Study – Medical Businesses

Please reference the highlighted note at the bottom of this document.

Approved healthcare expert consultant in Louisiana, California, and Florida for Qui Tam lawsuits.
GMG 3 month contract- Grew organization to 5 large locations including a large occupational medicine and internal medicine practice for City of San Antonio employees to grow revenue & expand GMG, better manage physical therapy, primary care needs, and occ med needs of employees to cut down on absenteeism, increase morale and city benefits, as well as promote wellness initiatives.
GMG- Established the denials department after discovering there was over $6.5 Million in potentially collectable revenue with no one to correct errors and resubmit for payment. I reallocated two employees who were projected to resubmit a conservative $340,000 each or collectable revenue per year. I also added a training initiative to stop the data entry errors from occurring in patient registration by working this problem from both ends to permanently fix it.
GMG- Revamped billing process and employees in the personal injury department where we effectively collected over $55,000 in the first 20 days of implementation of new strategies and operational protocols.
STCPC 1 year W2 employment contract- (Pediatrics) revamped operations to vastly improve efficiency and effectiveness from an average of 3 hour wait times to approximately 45 minutes on average of total checking to check out time. Drastically improved revenues and patient satisfaction as a byproduct result of the operational project. Created innovative ways for hospitals and private healthcare organizations to partner together to lower legal liability for the hospitals, improve the standard of care for patients of those specialties, and expand public access to a greater network all over the city of San Antonio.
Took a W2 position with A Tooth Doctor for Kids to create stability in operations, improve efficiency, grow the practice, grow the surgical volume, etc. All of this was achieved in under 4 months where we were able to reach stabilizing revenues which exceeded goals in conjunction with negotiating for better anesthesia groups for augmented case volume in surgery. I advised A Tooth Doctor for Kids during their negotiations to acquire several locations from Caris in Texas. Some of which I found viable for acquisition and others I recommended for later roll ups (after I was able to fix the operations to ensure operational viability to add value to portfolio).
Joined Stone Oak Women’s Center for a 3 year project as their Director of Operations (Employee W2) and turned the organization from facing bankruptcy to growth of 137% in revenues and ensured self-sustainability/stability in preparation for scaling in year two. I re-negotiated all vendor agreements, hospital directorships, operations, metrics/analytics, strategic plan to achieve/exceed annual goals. This also took patient visit volume from an average of 18 to an average of 32 with less than 1% cancellation rate. I also wrote the daily patient mix guidelines for all OBGYN practices we were affiliated with. This augmented delivery volume from an average of 7 to an average of 21 per month which we leveraged to control the induction schedules at every hospital we had privileges for. We also stabilized revenue making every day’s expectation of conservative revenue easy for the staff and management to understand what we needed to maintain and build upon. It also made it easy for us to hire new providers and know what we would build their patient panels to for an assured breakeven point in revenues to profitability.
At the same time (Employee W2 merged with Stone Oak Women’s Center), I jointly rewrote cost analysis and operational metrics/analytics and procedures for Urogynecology of San Antonio which proved to increase revenues 121%. This also took hit or miss surgical weekly volume from 3 cases to 9-17 cases per week with 0 cancellations due to wait list, frequent check in calls from staff to patients, with contributed to anesthesia NEVER disqualifying a patient on surgery day due to illness, eating after the cut off time, etc. This gave us complete control over every OR and ASC in the San Antonio region because of the guaranteed revenue it produced for all parties involved. I successfully arranged for the surgeon to become a shareholder in two of the hospital facilities where we operated, thereby diversifying his portfolio.
Worked directly with Star Anesthesia and particular first assists to build a dedicated surgical team for this subspecialty. Through these negotiations I was able to ensure dedicated surgical volume and the status of the highest producing surgeon for my client who is still a speaker at Boston Scientific from what I understand.
Renegotiated many payer contracts like BCBS and others raising our revenues and improving our profit margins. A primary example of this was my negotiation with Humana which provided us an overall 11% increase in our E & M codes.
During this same time, I entered into negotiations with 7 practices (23 providers) to create the largest joint venture of its kind in this specialty after completing my first acquisition of another OBGYN group across town.
During this same time I began discussions with Christus Hospital System to begin to lay the groundwork for them to acquire Stone Oak Women’s Center providing my doctors and myself with a successful exit after building the practice from the ground up.
Texas Sinus Center P.A.- I was contracted to fix operations and stabilize revenues. The physician owners were self funding operations and payroll prior to my arrival. Once I took over the practice, I transitioned their current billing company to one I could trust to fix everything and do the job the right way the first time. This provided an increase of 76% Gross Revenue Increase after 30 days.

Hospital Projects

HCA– work directly with CEO, COO, and CFO and 5 facilities to negotiate strategic mutually beneficial directorships, increased surgical volume and revenues plus aided in block time utilization and diversification, help physician relations to boost and improve delivery volume, coach on positive culture for improved patient satisfaction, helped with risk, negligence, and standard of care with executive staff.

Tenet– Physician recruitment, work directly with CEO and COO at 3 facilities to help boost delivery volume in L&D and set record at one facility, helped bring other OBGYNs to NCB facility, recommended physician directorships, recommendation to change OBGYN laborist program to negate hospital liability and provide better resources to physicians at their hospitals, attempted to establish urogyn program, increased revenue and surgical volume consistency, etc.

Christus Health System– Worked directly with multiple C suite members and other hospital executives at 2 hospitals and two ASCs. Attempted to help failing ASC, physician recruitment, physician relations, consult on MFM focused women’s health expansion, attempted to introduce OBGYN group for future hospital acquisition, process improvement on block time utilization and management, recommendation for ASC investment restructure for renewed viability, etc.

Note: This experience only highlights traditional medical organizations I worked with. It does not include the companies I have owned or my work revamping franchise service companies, independent vitamin companies, wellness and functional medicine companies, retail organizations, or law practices

Urgent Care Experience

Texas Med Clinics & Fast Med Urgent Care Centers:

I met with both organizations Texas Med Clinic ($84.9 million in annual revenue) and FastMed Urgent Care ($151.9 million in annual revenue) to diversify urgent care into specialty service lines like OBGYN. Traditionally, an obstetrics patient after hours would only have one option if they experienced problems or had a question. They were referred to their local hospital. I wanted to mitigate this liability and create a revenue segment for urgent care models by placing OBGYN doctors/midlevel providers in these locations for shifts after 5pm to assess patients as an intermediary prior to recommending transit to the hospital if necessary. This was championed by my local meetings with large payers like Humana and BCBS to reimburse at an urgent care rate for mitigating visits as opposed to a hospital and also reducing liability for obstetric patients in providing assessment after hours nationally. Once we launched this successfully in San Antonio, it would have gone national and I would have instituted additional specialty and sub specialty depending on demographics/necessity.

Louisiana RFP

I am an approved vendor in the states of Louisiana and California to respond to requests for proposals for certain healthcare related needs in the state. For example, I was the only other person competing for a bid to establish and build countless urgent care facilities in the state of Louisiana to service the outlying areas of the state (because the cities already had some level of urgent care infrastructure). If awarded the bid, I would have augmented the first location on a college campus, established the headquarters there, and began to build other small urgent care facilities across the state leveraging government funding. I did all of this by myself at the time from writing the RFP, holding meetings to discuss the details of this bid, creating the strategy for stabilizing the initial location and scaling around the state. I still get daily emails from both states requesting my response on current open items for each state.

Omega Portfolio

Multiple companies have been owned under the Omega Portfolio. Some of which have been:

Omega Strategic Consulting LLC (Operating since January 2009)

Omega Strategic Partners (Holding company for Atto Pros and Rise Legal CRM)

Atto Pros was an attorney networking cooperative created to control marketing leads and included partners from non-competing but complimentary service lines to share and cross market to each other’s databases leveraging the legal CRM I developed.

Rise Legal CRM- I developed this with all of my IP from automation of the intake process, to transparency and automated communication at transition stages to the clients, to leveraging AI to create written content that would automate targeted marketing campaigns, to managing and automating all reporting for executive management and shareholders.

Dover 11 LLC (commercial real estate holding company which I sold in October of 2024)

Counxel Legal Firm -Business & Employment Law Firm (Sold my 20% interest in October of 2023)

Pre-Launch Portfolio Entity Prospects:

Omega Strategic Mergers and Acquisitions- buy and sell side of business M and A up to 50 million after I revamped the process to get a M & A deal from listing to closing in under 2 months with legal representation.

Omega Strategic Tax Services- Tax advisory with the strategy of acquisition of tax service companies.

Omega Management Services- healthcare MSO for ownership of small practices

Hospital Collaboration for Urgent Cares/Mini Hospitals:

In 2012 I advised Methodist Hospitals (HCA), Baptist Hospitals (Tenet), and Christus Hospital Systems to begin to build smaller, community centric, urgent care facilities. My strategy was to provide patients with a community centralized intermediary healthcare option in between PCP/Specialist offices and the hospital for less emergent scenarios. I also developed a strategic transport system in the event emergent scenarios progressed and created the necessity for higher level care at a major hospital. Essentially, it was a community feeder for the hospital in the area. As you look at the hospital landscape over the US, you will see this influence adopted nationally for most major hospital systems.