Kenneth D. McFarland, MBA, CPA (Inactive)
Chief Executive Officer at Alvarado Hospital Medical Center- Claim this Profile
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Bio
Credentials
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Lean Green Belt Certification
Simpler HealthcareJan, 2008- Oct, 2024 -
Certified Public Accountant, Hawaii
State of Hawaii - State Board of AccountancyJun, 1990- Oct, 2024 -
Certified Public Accountant, California
California Board of AccounatcnyDec, 1988- Oct, 2024
Experience
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Alvarado Hospital Medical Center
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United States
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Hospitals and Health Care
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200 - 300 Employee
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Chief Executive Officer
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Apr 2022 - Present
Privileged to lead this remarkable institution as it celebrates it's Jubilee, 50 years of serving the community of San Diego with brilliant, compassionate healthcare. Privileged to lead this remarkable institution as it celebrates it's Jubilee, 50 years of serving the community of San Diego with brilliant, compassionate healthcare.
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Fountain Valley Regional Hospital & Medical Center
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United States
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Non-profit Organization Management
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Chief Executive Officer
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Sep 2016 - Aug 2021
Viewed as focused, enthusiastic and approachable, responsible for providing strong leadership for hospital operations & facility management, as well as, setting clear strategies and performance expectations developed in an environment of participation and collaboration with senior management, physicians, and the Advisory Board. My goal is to ensures positive working relationship with physicians; creating a culture of open progressive communication and mutual understanding between our… Show more Viewed as focused, enthusiastic and approachable, responsible for providing strong leadership for hospital operations & facility management, as well as, setting clear strategies and performance expectations developed in an environment of participation and collaboration with senior management, physicians, and the Advisory Board. My goal is to ensures positive working relationship with physicians; creating a culture of open progressive communication and mutual understanding between our physicians, facility leadership and employees. Show less Viewed as focused, enthusiastic and approachable, responsible for providing strong leadership for hospital operations & facility management, as well as, setting clear strategies and performance expectations developed in an environment of participation and collaboration with senior management, physicians, and the Advisory Board. My goal is to ensures positive working relationship with physicians; creating a culture of open progressive communication and mutual understanding between our… Show more Viewed as focused, enthusiastic and approachable, responsible for providing strong leadership for hospital operations & facility management, as well as, setting clear strategies and performance expectations developed in an environment of participation and collaboration with senior management, physicians, and the Advisory Board. My goal is to ensures positive working relationship with physicians; creating a culture of open progressive communication and mutual understanding between our physicians, facility leadership and employees. Show less
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Mission Hospital
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Hospitals and Health Care
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1 - 100 Employee
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President & CEO
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May 2011 - Feb 2016
Provided leadership, strategy, with responsibility for ministry culture, community relations, and oversight of all hospital and multi-campuses functions for more than 2,800 employees, more than 800 physicians on staff, and more than 600 volunteers. Exceeded organizational performance goals five consecutive years, achieving recognition for leading the highest financially performing hospital in St. Joseph Health System: EBIDA for past five years: 16.1% in 2012; 17.1% in Fiscal 2013; 16.9%… Show more Provided leadership, strategy, with responsibility for ministry culture, community relations, and oversight of all hospital and multi-campuses functions for more than 2,800 employees, more than 800 physicians on staff, and more than 600 volunteers. Exceeded organizational performance goals five consecutive years, achieving recognition for leading the highest financially performing hospital in St. Joseph Health System: EBIDA for past five years: 16.1% in 2012; 17.1% in Fiscal 2013; 16.9% in Fiscal 2014; 14.9% in Fiscal 2015; and, 17.8% YTD Fiscal 2016. In partnership with key physician leadership, opened the Mission NeuroScience & Spine Institute (NSI), providing complete and comprehensive neurological services for patients facing stroke, traumatic brain injury, and back disorders. (The institute is a $185 million investment funded through operations and community philanthropic support, which includes the most advanced set of operating suites on the West Coast. The services and programs offered by the NSI consistently contribute more than 30% of the hospital’s earnings and cash flow.) Acted as chief architect of St. Joseph Hoag Health’s Regional Behavioral & Mental Health service line offerings. Led the regional effort to coordinate inpatient and outpatient mental health services for psychiatric and chemical dependency for all of six Orange County hospitals. Initiated a stigma reduction campaign for behavioral and mental health, which was the first in Orange County. Spearheaded the effort to offer adolescent behavioral and mental health services, a first for St. Joseph Hoag Health, while co-opting participation from CHOC Children’s Hospital of Orange County.
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Senior Vice President & CFO; Interim Senior Vice President & COO (2008)
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Jul 1998 - May 2011
Oversaw all aspects of the financial, budgetary and accounting functions as well as revenue cycle, information technology, clinical informatics, patient access, care management, supply chain and materials management, health information services, property management and all hospital joint ventures and their related operations and financial performance. Co-led the due diligence team in a $35.7 million asset purchase of South Coast Medical Center, a 208-bed acute-care facility serving south… Show more Oversaw all aspects of the financial, budgetary and accounting functions as well as revenue cycle, information technology, clinical informatics, patient access, care management, supply chain and materials management, health information services, property management and all hospital joint ventures and their related operations and financial performance. Co-led the due diligence team in a $35.7 million asset purchase of South Coast Medical Center, a 208-bed acute-care facility serving south Orange County’s coastal communities located in Laguna Beach, California. Healthcare services include 24-hour emergency, intensive and medical-surgical care, behavioral health and chemical dependency. Transaction closed July 1, 2009: - Instrumental in the $12 million turnaround in the first year of ownership. - Overhauled the scope and service offerings, focusing on behavioral health and chemical dependency. - Enhanced the technical infrastructure and aesthetic characteristics and adjoining medical office buildings. Responsible for the hospital’s $280 million, 25-year master plan development. Orchestrated the design, development and structuring of the master plan through leading a team of architects, lawyers, engineers and consultants. Secured the City Council and the Planning Commission’s approval of the master plan and related EIR (Environmental Impact Report) with the granting of a 25-year umbrella development and building permit, a first for the city of Mission Viejo.
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Imagyn Medical Technologies Inc
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United States
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Hospitals and Health Care
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Vice President Finance/CFO - Gynecology Division
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Jan 1997 - Jun 1998
Directed all financial accounting and reporting, cash management, operation order flow, customer service, human resources, and information technology activities. Responsible for assimilating the newly-acquired gynecology division into the company. Led efforts to restructure division operations and selling organization, reducing annualized direct and overhead costs by more than $2 million. Directed a cross functional team effort that improved production yields by more than 4%, reduced… Show more Directed all financial accounting and reporting, cash management, operation order flow, customer service, human resources, and information technology activities. Responsible for assimilating the newly-acquired gynecology division into the company. Led efforts to restructure division operations and selling organization, reducing annualized direct and overhead costs by more than $2 million. Directed a cross functional team effort that improved production yields by more than 4%, reduced product back-orders, and improved order fulfillment turnaround time from 48 to 24 hours. Led due diligence and financial integration of a $38 million acquisition of a medical technology company located in Boston, Massachusetts. Accomplished financial assimilation into the surgical division which was located in Kalamazoo, Michigan within three months. Show less Directed all financial accounting and reporting, cash management, operation order flow, customer service, human resources, and information technology activities. Responsible for assimilating the newly-acquired gynecology division into the company. Led efforts to restructure division operations and selling organization, reducing annualized direct and overhead costs by more than $2 million. Directed a cross functional team effort that improved production yields by more than 4%, reduced… Show more Directed all financial accounting and reporting, cash management, operation order flow, customer service, human resources, and information technology activities. Responsible for assimilating the newly-acquired gynecology division into the company. Led efforts to restructure division operations and selling organization, reducing annualized direct and overhead costs by more than $2 million. Directed a cross functional team effort that improved production yields by more than 4%, reduced product back-orders, and improved order fulfillment turnaround time from 48 to 24 hours. Led due diligence and financial integration of a $38 million acquisition of a medical technology company located in Boston, Massachusetts. Accomplished financial assimilation into the surgical division which was located in Kalamazoo, Michigan within three months. Show less
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Strategic Planning Manager
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Aug 1996 - Jan 1997
Responsible for setting the financial and strategic direction for a company representing more than $550 million in sales. Played a key role in the creation of the company’s pricing plan and related communications to internal sales organization and the trade. Developed financial literacy of leadership team and sales organization in fundamental business economics and approval of annual capital plan and cash flow requirements. Developed an annual operating plan, establishing regional and… Show more Responsible for setting the financial and strategic direction for a company representing more than $550 million in sales. Played a key role in the creation of the company’s pricing plan and related communications to internal sales organization and the trade. Developed financial literacy of leadership team and sales organization in fundamental business economics and approval of annual capital plan and cash flow requirements. Developed an annual operating plan, establishing regional and local bottling profit goals, as well as operating objectives. Consistently exceeded operating and cash flow goals. Created a strategic plan to measure product profitability utilizing a fully loaded standard cost of goods sold methodology. Developed and implemented a PC-based financial planning and forecasting system. Collaborated extensively in Pepsi’s market units to develop and implement strategic plans consistent with and flowing into Pepsi’s corporate objective and strategies. Pursued balance between top-down strategic direction and bottom-up implementation. Show less Responsible for setting the financial and strategic direction for a company representing more than $550 million in sales. Played a key role in the creation of the company’s pricing plan and related communications to internal sales organization and the trade. Developed financial literacy of leadership team and sales organization in fundamental business economics and approval of annual capital plan and cash flow requirements. Developed an annual operating plan, establishing regional and… Show more Responsible for setting the financial and strategic direction for a company representing more than $550 million in sales. Played a key role in the creation of the company’s pricing plan and related communications to internal sales organization and the trade. Developed financial literacy of leadership team and sales organization in fundamental business economics and approval of annual capital plan and cash flow requirements. Developed an annual operating plan, establishing regional and local bottling profit goals, as well as operating objectives. Consistently exceeded operating and cash flow goals. Created a strategic plan to measure product profitability utilizing a fully loaded standard cost of goods sold methodology. Developed and implemented a PC-based financial planning and forecasting system. Collaborated extensively in Pepsi’s market units to develop and implement strategic plans consistent with and flowing into Pepsi’s corporate objective and strategies. Pursued balance between top-down strategic direction and bottom-up implementation. Show less
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Market Unit Business Planner
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Jul 1994 - Jul 1996
Directed development of annual operating and financial plans for two of Pepsi’s largest market units, with combined sales revenues of more than $200 million. Prepared annual profit, competitive action and strategic business plan. Performed financial assessment, through IRR and NPV modeling, on significant contracts, alliances, and business ventures to enhance Pepsi’s bottom-line performance. Managed capital justification and analysis processes. Saved more than $10 million in… Show more Directed development of annual operating and financial plans for two of Pepsi’s largest market units, with combined sales revenues of more than $200 million. Prepared annual profit, competitive action and strategic business plan. Performed financial assessment, through IRR and NPV modeling, on significant contracts, alliances, and business ventures to enhance Pepsi’s bottom-line performance. Managed capital justification and analysis processes. Saved more than $10 million in transportation costs by developing more efficient production cycles and product sourcing models. Improved the accuracy, consistency, and quality of financial information for the staff and line management’s use. Provided financial leadership and guidance to general managers and management team members. Show less Directed development of annual operating and financial plans for two of Pepsi’s largest market units, with combined sales revenues of more than $200 million. Prepared annual profit, competitive action and strategic business plan. Performed financial assessment, through IRR and NPV modeling, on significant contracts, alliances, and business ventures to enhance Pepsi’s bottom-line performance. Managed capital justification and analysis processes. Saved more than $10 million in… Show more Directed development of annual operating and financial plans for two of Pepsi’s largest market units, with combined sales revenues of more than $200 million. Prepared annual profit, competitive action and strategic business plan. Performed financial assessment, through IRR and NPV modeling, on significant contracts, alliances, and business ventures to enhance Pepsi’s bottom-line performance. Managed capital justification and analysis processes. Saved more than $10 million in transportation costs by developing more efficient production cycles and product sourcing models. Improved the accuracy, consistency, and quality of financial information for the staff and line management’s use. Provided financial leadership and guidance to general managers and management team members. Show less
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Manager Corporate Audit & Consulting
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Jul 1991 - Jun 1994
Provided audit and consulting services to the company’s businesses in the beverage, snack food, and restaurant industries. Developed several annual operating plans for the department. Responsible for managing a satellite office with a professional staff of up to 12. Performed substantial due diligence procedures for multiple $100+ million restaurant chain acquisitions – California Pizza Kitchen (CPK) and Chevys Mexican Restaurants. Led multi-disciplined teams in a division… Show more Provided audit and consulting services to the company’s businesses in the beverage, snack food, and restaurant industries. Developed several annual operating plans for the department. Responsible for managing a satellite office with a professional staff of up to 12. Performed substantial due diligence procedures for multiple $100+ million restaurant chain acquisitions – California Pizza Kitchen (CPK) and Chevys Mexican Restaurants. Led multi-disciplined teams in a division re-engineering effort and evaluated proposed new systems, polices, and procedures for Pepsi Cola, Frito Lay and Taco Bell divisions. Managed international consulting assignments in Korea and Puerto Rico. Assessed and verified manufacturing costs information and operating results to assure profitability for overseas joint ventures in snack food and beverage industries. Show less Provided audit and consulting services to the company’s businesses in the beverage, snack food, and restaurant industries. Developed several annual operating plans for the department. Responsible for managing a satellite office with a professional staff of up to 12. Performed substantial due diligence procedures for multiple $100+ million restaurant chain acquisitions – California Pizza Kitchen (CPK) and Chevys Mexican Restaurants. Led multi-disciplined teams in a division… Show more Provided audit and consulting services to the company’s businesses in the beverage, snack food, and restaurant industries. Developed several annual operating plans for the department. Responsible for managing a satellite office with a professional staff of up to 12. Performed substantial due diligence procedures for multiple $100+ million restaurant chain acquisitions – California Pizza Kitchen (CPK) and Chevys Mexican Restaurants. Led multi-disciplined teams in a division re-engineering effort and evaluated proposed new systems, polices, and procedures for Pepsi Cola, Frito Lay and Taco Bell divisions. Managed international consulting assignments in Korea and Puerto Rico. Assessed and verified manufacturing costs information and operating results to assure profitability for overseas joint ventures in snack food and beverage industries. Show less
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EY
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Entertainment Providers
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1 - 100 Employee
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Manager
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Jul 1984 - Jun 1991
Professional - working and leading Ernst Audit, Tax & Consulting services. Began professional career in Los Angeles Office (June 1984 thru December 1996); and, was transferred to Honolulu practice to help with rapid growth and expansion of Pacific Rim client base (January 1987 thru October 1990). Relocated to Orange County California to support growing healthcare practice (October 1990 thru June 1991). Professional - working and leading Ernst Audit, Tax & Consulting services. Began professional career in Los Angeles Office (June 1984 thru December 1996); and, was transferred to Honolulu practice to help with rapid growth and expansion of Pacific Rim client base (January 1987 thru October 1990). Relocated to Orange County California to support growing healthcare practice (October 1990 thru June 1991).
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Education
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1991 - 1994
University of California, Irvine - The Paul Merage School of Business
Master of Business Administration (M.B.A.), Finance & Economics -
1979 - 1984
California State Polytechnic University-Pomona
Bachelor’s Degree, Bachelor of Science, Accounting and Finance -
California HealthCare Leadership College
Senior Executive Development Program, Berkeley California, Strategic Thinking, Leadership Development & Self Awareness, -
Ministry Leadership Center
Ministry Leadership Formation, Values Integration, Catholic Social Teaching, Clinical Ethics, Discernment & Organizational Ethics
Community
