• Fellow, American College of Healthcare Executives
• Member, American College of Healthcare Executive
• Nominee, American College of Healthcare Executives
• Master's Degree In Health & Hospital Administration
• Master's Degree in Business Administration
• Bachelor's Degree in Biology & Economics

Skills of Michael L. Schwartz

• Management and strategic planning for a multi-hospital division including review of capital budgets, personnel, capital equipment, etc. Mr. Schwartz's training and more than 35 years as a Fellow of the American College of Health Care Executives has allowed him to assume these responsibilities throughout his career.
• Authored approximately 200 CON applications and provided litigation support to appeals involving approximately 100 CON applications.
• A combination of project management along with market and business analysis skills.
• Comfortable and effective at listening to physician and executive input and selling them on solutions after 40 years of experience and interviews with thousands of physicians.
• Effective at keeping others on task as well as ensuring people accept and follow through on their responsibilities.
• Experience with facility expansions and major construction projects gained from over $2 billion of projects back when $100 million was a significant project.
• Effective at dealing with boards, executive management, and state and federal regulators.

Strengths of Michael L. Schwartz

• Development of long and immediate strategic planning for individual hospitals and corporate divisions including the preparation and the management of time tables provided within the plan as well as updates and modifications, including work as the primary Strategic Planner for Mease Healthcare for 13 years and for St. Mary’s for 7 years.
• Facility planning, including the development from the planning stages to the opening dedication of five new hospitals.
• Physician enhancement, recruitment, and retention.
• Development of strategic alliances.
• Operational experience far beyond the typical CEO/COO in the professional departments (ER, surgery, radiology, etc.).
• Capital budget preparation and review.
• Extensive Capital Equipment Acquisition experience including the review and analysis of a $90 million proposed acquisition for a 19 hospital division which I was able to reduce by approximately 40% without impacting the quality of service rendered.
• Development and implementation of cardiology services including traditional invasive services (open heart, caths, stents, etc.) as well as traditional and non-traditional, non-invasive cardiology services (rehab and enhanced external counterpulsation programs – EECP).