Matt Crockett, MHA, MSW

Seattle, WA 98146

(206) 940-0175

mattcrockett101@comcast.net

www.linkedin.com/in/mattcrockett101

HEALTHCARE LEADER
A seasoned healthcare executive with extensive experience leading result-driven executive teams with accountability for all
aspects of outcomes including financial management, staff engagement, quality management, patient satisfaction and business
development. Proven administrative skills have led to successful reengineering of hospital units. Leadership and experience in
process improvement has produced new hospital alliances and a proven record of building high functioning executive teams.
KEY AREAS OF KNOWLEDGE & SKILL

Physician Relations
Service Line Management
Total Quality Management
Contract Negotiations
Strategic Planning

Project Management
Team Building
Program Development
Sales & Marketing
Regulatory Compliance

New Business Development

Operations Management
Risk Management
Executive Leadership
Corporate operations

PROFESSIONAL EXPERIENCE

Eating Recovery Center

Bellevue, Washington

An Integrated Treatment Organization for Acute Eating Disordered Patients

March 2015 to Current

President

As president I am responsible for generating the organizational vision while directing the executive team to implement our
shared vision. I direct a high functioning leadership team to execute change that demonstrates improved quality metrics. This
drive for change for improvements has achieved process efficiencies that have improved staff engagement and production.
Purposeful creation of a process improvement culture supports our results focused leadership team.

Developed and currently lead a results-based executive team

Improved Year Over Year volume, revenue and production performance
Successfully planned and opened new patient programs
Created a culture supporting improved staff engagement
Introduced and develop improvement strategies to reduce costs
Consistently improving patient satisfaction scores

Fairfax Hospital

Kirkland, Washington

A 157-bed free standing psychiatric hospital

May 2014 to March 2015

Administrator

Primary role included managing executive leadership through process to open two inpatient psychiatric hospitals. Applied
regulatory knowledge to establish compliance towards Department of Health and Department of Behavioral Health and
Recovery standards to achieve full licensure.

Developed business development strategies for new hospitals.

Successfully achieved full hospital licensing for new psychiatric hospital.
Recruited full team of psychiatrist and nurse practitioners.
Successfully lead senior leadership through Department of Behavioral Health and Recovery licensure.
Open first facility with all payer contracts approved.
Exceeded proforma metrics for volumes and net income in first month of operation.

Matt Crockett, MHA

Cascade Behavioral Hospital

Seattle, Washington

An 85-bed free standing psychiatric hospital

Nov 2013 to April 2014

Interim Chief Executive Officer

Contracted to provide short-term executive leadership to transition a not-for-profit organization to a for-profit company.
Executed day to day operations with direct accountability to develop and execute business strategies; provide leadership for
quality of care, staff development, maintenance of license and accreditations, financial performance and process improvement
strategies.

Successfully prepared facility for Department of Health survey to receive hospital licensure.
Recruited professional providers to achieve new business strategies.
Successfully lead senior leadership for Joint Commission to achieve three year accreditation.
Led Board, Medical Staff, and executive leadership to develop and implement strategic goals, plans and budgets.
Collaborated to apply and receive Certificate of Need for 135 beds.
Effectively completed contract negotiations with commercial payers.
Negotiate contracts for professional staff, ancillary and support services.

Highline Medical Center

Seattle, Washington

A 269 bed acute medical center with specialty post-acute and behavioral health facility.
Acute Care Hospital Administrator

1991 - 2013

2007 2013

Hospital Administrator of a specialty hospital with executive accountability over all post-acute divisions, including
leadership of geropsychiatry inpatient unit, chemical dependency program, intensive outpatient program (IOP), partial
hospital program (PHP), skilled nursing unit, physical rehabilitation, and emergency department.

Generated positive variance to budget of $1M for the campus in first year of operation
Grew physical rehab program from eight to twelve beds with 75 percent occupancy
Developed medical detox division from six to eighteen beds with an occupancy rate of 81 percent
Expanded addiction recovery division from eighteen to twenty four beds with 84 percent occupancy
Enhanced revenue cycle process to improve cash collection and realization rates
Downsized facility programs to reduce overhead and increase net contribution
In 2008 added administrative responsibility to direct housekeeping, engineering, and security departments
Assumed CIO position in 2009 to lead organization in implementation of new electronic health record
Provided oversight of joint venture relations including sleep center and physical therapy companies

Administrator of Business Development

2005 2007

Promoted to develop innovative hospital programs and community alliances to advance organizational growth
opportunities.

Developed and implemented business and marketing plans in coordination with directors of individual services
lines including chemical dependency, geropsychiatry, oncology, and cardiovascular and pharmacy services
Analyzed and recommended new program development and margin improvement opportunities by evaluating
market share data and performed financial analysis, including pro-forma and return on capital investment
Provided oversight for Certificate of Need initiatives
Analyzed opportunities for strategic alliances and joint ventures to increase market share and improved revenue
for pain center; stroke center; oncology breast program, observation unit and anticoagulation program
Strategized with senior administrative team to develop service line business plans to support strategic planning
Team project leader for planning new ER and Nursing Unit Tower
Administrative Director of Oncology and Cardiac Service Lines

Matt Crockett, MHA

2000 2005

Administrative Director of Addiction Medicine Service Line

Expanded scope of executive leadership in 2000 to include addiction Medicine services during a period when payers
driven changes reduced utilization and reimbursement

Authored and implemented business plan that improved contribution for addiction recovery services.
Assure regulatory compliance for DSHS, DOH, CARF and Joint Commission standards
Successfully negotiated a new agreement with joint venture partner, improving stop loss position by 100K
Spearheaded outcomes management systems to measure program quality
Increased preferred provider status with payers through contract negotiation to increased commercial payer-mix by 15
percent
Developed business plan to redesign continuum of care. Successfully opened a inpatient chemical dependency unit
Implementation of new business objectives improved production by 25 percent. Key indicators met pro forma
projections of improved contribution by more than $500,000
Author of annual marketing plan to support business plan objectives

Administrative Director of Rehabilitation Service Line

1994 - 2005

Provided leadership for eleven inpatient, outpatient and ancillary departments, including: neuro medical rehabilitation,
skilled nursing facility, hospice-palliative care program, detoxification unit, physical therapy, occupational therapy, speech
therapy, aquatic therapy center, inpatient rehabilitation unit, inpatient and outpatient chemical dependency program.

Effectively managed 115 employees by reducing turnover rates more than 12 percent by managing performance
evaluations program and adhering to progressive discipline policies
Successfully managed operational and capital budgets for each program. Managed Total Quality Projects that
improve contribution margin by more than $500,000 in 2004 while maintaining quality of care
Oversight of process improvement programs to control risk, maintain quality and reduce cost. Reengineered staffing
guidelines and program case-mix for an annual cost savings of $450,000
Authored business plan to initiate program development that created training modules to accommodate changes
associated with skilled nursing units and increased productivity by 15 percent.
Provided service line leadership by analyzing market share trends and competition for business planning.

1991 1994

Case Manager and Discharge Planner

Lead Medical Social Worker for neuro-medical rehabilitation unit. Promoted to case manager and lead discharge planner
in 1992. Expanded responsibilities to include supervision of therapy staff in 1993 and again promoted to director of the
neuro medical rehabilitation Unit in 1994.

EDUCATION
Master of Health Administration
Master of Social Work
Bachelor of Arts, Psychology

University of Washington
University of Washington
Seattle University