Experience

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  A2 ADVISORY LLC

  • Ann Arbor, MI

  • Retired Healthcare Advisor

    • Jan 2016 - Apr 2024
    • Ann Arbor, MI

    Independent Healthcare consultant with extensive experience working primarily with acute care hospitals and integrated healthcare systems providing bottom line expense reduction through operations performance improvement, benchmarking, process redesign, labor management, and organizational restructuring.

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  Prism Healthcare Partners LTD

  • Senior Healthcare Advisor

    • Jun 2016 - Mar 2017

    Prism Healthcare Partners LTD is a healthcare consulting firm distinctly positioned to lead hospitals on a successful path amidst the ever-changing environment and rising costs of the healthcare industry. With a focus on six key areas, Prism begins with helping hospitals assess the best strategic direction and then implements performance improvements in the areas of physician operations, clinical transformation, revenue, non-labor cost reductions and workforce management.

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  AArete

  • Management Consultant

    • Feb 2016 - Aug 2016

    AArete is a management consulting firm that helps healthcare organizations reduce non-labor cost, incorporate Big Data solutions, increase revenue, and align with payors. On average, clients experience 5% to 15% improvement in overall profitability. Proven methodologies, grounded in data-centric knowledge and proprietary market intelligence, allow AArete to deliver measurable, sustainable, results-oriented solutions in a compressed timeframe without reducing people.

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  Huron Consulting Group

  • Chicago, lL

  • Managing Director

    • Jan 2007 - Nov 2015
    • Chicago, lL

    Mr. Partridge has leveraged client relationships and healthcare expertise to drive business opportunities and successful engagements in organizations of various sizes throughout the United States. He is adept at successfully managing teams to address complex client financial challenges and realizing project benefit goals. Mr. Partridge is an executive with demonstrated ability to quickly develop relationships, recruit/develop talent, and manage complex, multi-layered projects to achieve strategic objectives. He is a highly visible leader who functions as a goal setter and inspires organizations to realize higher levels of performance.

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  Wellspring Partners Ltd.

  • Chicago, IL

  • Senior Vice President

    • Jul 2003 - Dec 2006
    • Chicago, IL

    Executive member of Wellspring Partners management consulting team specializing in hospital and health system performance improvement. Functioned in a project manager role and lead multi-disciplinary teams during the initial diagnosis period, and throughout implementation. Advised in many provider healthcare delivery systems specializing in methods to streamline business operations, reduce unit costs, and enhance revenue.

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  Superior Consultant Company, Inc.

  • Southfield, MI

  • Vice President

    • Jul 1997 - Jun 2003
    • Southfield, MI

    Superior Consultant Company was a publicly traded (SUPC) healthcare information systems implementation and management consulting firm. Practice Leader for Operations Improvement services responsible for profit & loss and a $1.8 million budget for sub-practice areas, including performance improvement, operations redesign, financial turnaround, patient safety, PACS/Imaging and clinical redesign. Led efforts in benchmarking against best practices to identify priority areas for improvement, conducted process analysis and redesign of systems and planned for implementation. Facilitated multiple process improvement teams for implementing redesign strategies for financial improvement.

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  Chi Systems, Inc.

  • Ann Arbor, MI

  • Principal

    • Jan 1995 - Jun 1997
    • Ann Arbor, MI

    Chi Systems was a long-standing healthcare management consulting firm specializing in strategic planning, facility planning, and performance improvement. Superior Consultant Company acquired Chi Systems in 1997. Principal for Operations Improvement services and led many performance improvement projects that resulted in 5% to 20% in labor cost reduction through application of best practices and process redesign.

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  Arthur Andersen LLP

  • Dallas, TX

  • Senior Manager

    • Jan 1989 - Dec 1994
    • Dallas, TX

    Senior Manager with Arthur Andersen LLP directing a wide variety of operational consulting projects. Conducted opportunity assessments for improvement strategies and developed integrated solutions to improving operating performance and profitability. A principle author of 'Ambulatory Surgery Best Practices', a firm-wide effort having national recognition.

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  Voluntary Hospitals of America

  • Irving, TX

  • Director of Performance Management Services

    • Feb 1987 - Dec 1988
    • Irving, TX

    Director of Performance Management Services for VHA Consulting Services, responsible for practice development, marketing, project management, departmental operations analysis, patient acuity systems and cost accounting. Participated in joint marketing and sales with Ernst & Whinney and worked on a joint project together in Irving, TX. Major projects included hospital-wide productivity assessments and departmental labor standards development, implementation of automated productivity monitoring systems, departmental systems evaluations in the Operating Room and Pharmacy, development of a patient classification system, and strategic planning of a computerized decision support system.

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  Alta Bates-Herrick Hospitals

  • Berkeley, CA

  • Corporate Director Management Engineering

    • Feb 1985 - Sep 1986
    • Berkeley, CA

    Corporate Director of Management Engineering for Alta Bates - Herrick Hospitals. Member of the corporate senior management team. Coordinated all Industrial and Management Engineering activities for four acute care hospitals. Evaluated and audited departmental labor standards, developed and implemented a microcomputer-based productivity reporting system, consolidated two hospital nurse staffing office systems, facilitated four cross-function Value Improvement Process (VIP) teams, micro costing procedural labor and supply expenses, and conducted operational analysis in several hospital departments.

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  Mercy San Juan Hospital

  • Sacramento, CA

  • Director Management Engineering

    • Sep 1980 - Jan 1985
    • Sacramento, CA

    Director of Management Engineering at Mercy San Juan Hospital and member of the hospital executive team. Created a Management Engineering Department and implemented programs in productivity management. Projects included setting labor budget, maintaining a biweekly productivity reporting system, engineering performance standards, designing a charge recovery and control system, and coordinating the selection and implementation of a computerized nursing acuity system.

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  Medical Systems International/CSF Ltd.

  • Ann Arbor, MI

  • Associate

    • Jan 1975 - Aug 1980
    • Ann Arbor, MI

    Started professional career as an Associate and progressed to Senior Consultant for Medical Systems International (formerly CSF Ltd.), one of the first companies to apply Industrial Engineering principles to hospital departmental staffing and operations. Directed a wide range of operational consulting engagements related to staffing and productivity levels, resource utilization, work flow, cost accounting, and nursing management. Several of the engagements were with clients in Ontario, Canada requiring knowledge of the Canadian healthcare system at the time. Performed operational analyses of the systems and staffing levels in most clinical, ancillary, support, and administrative departments. Many projects included the implementation of hospital-wide productivity monitoring systems, development of departmental productivity and quality targets and implementation assistance.