Strategic Change, Accelerated

Originally the surgical division of troubled HealthSouth, Surgical Care Affiliates (SCA) was spun-off in 2008 after significant operating challenges, including more than 4 straight quarters of profit decline. Their new private equity owners, TPG, recruited the talented healthcare leader Andrew Hayek to lead and rebuild SCA. Understanding the complexity of the task before him, Andrew engaged FMG Leading to assist him in a designing and executing a healthy, sustainable turnaround.


From Development to Deloitte U.

In 2000, Maritza G. Montiel was appointed Regional Managing Partner for the Deloitte Central Atlantic Region, which at the time was the poorest performing division in the US firm. Maritza enlisted FMG Leading’s support as she began designing strategies to improve the collaboration, alignment, and performance of her new team. Her goal was simple: to go from worst to best. Our partnership, however, developed into something much greater.


Integrated Outcomes

Experts in helping their clients improve care management practices, Health Integrated struggled to evolve its own operations. The conflict and negativity within the Executive Team had brought the company to a near standstill, and the embedded culture was not conducive to growth. Then-CEO (now Chairman) Shan Padda chose FMG Leading to help create an organizational change and leader development plan based on our deep experience and record of success with similar-sized healthcare companies.


From Ledge To Life

In 1999, DaVita was known as Total Renal Care, the result of 3 poorly integrated prior mergers. They were only weeks from insolvency when Kent Thiry took over as CEO. The company he inherited was characterized by 52% annual turnover, poor patient experiences, flat revenues, and reeling profits. FMG Leading was engaged with the complex task of simultaneously addressing both culture and operations.


From Great Doctors to Great Leaders

In 2012, CEO Rob Bessler, MD of Sound Physicians identified physician leadership quality as a key strategic differentiator in the company's growth strategy. Armed with employee survey data calling for in-hospital leaders with both clinical backgrounds and well-developed interpersonal and leadership skills, they committed to design and implement a transformative physician leader development program that would teach the fundamental leadership skills not taught in medical school. From this initiative, the "Chief Summit Initiative" was born.


Recapitalization Results

In 2012, MTS Health Partners, L.P., a firm providing strategic advisory and capital raising services as well as private equity capital to companies in the global healthcare industry, re-capitalized Florida Gulf-to-Bay Anesthesiology Associates, LLC (FGTBA) and founded Florida Gulf to Bay Holdings, LLC to support future growth and drive results. FMG Leading was brought in to assess the current levels of organizational development and provide support in accelerating the growth of the business.


From Changeup to Champions

In 2007, long-time UCLA assistant Kelly Inouye-Perez was named the new head coach of UCLA’s renowned women’s softball program.  After a season of struggle during which the 10-time NCAA (and 11-time national) Champion Bruins failed to qualify for the Women’s College World Series for the first time in the sport’s 24-year history, the first-time head coach needed a coach, and FMG Leading was called up to the plate.