Jim M

Senior Healthcare and Hospital Executive


Vice President


Nesconset, NY

Education Level:


Will Relocate:



Senior Healthcare Executive who drives organizational transformation through team leadership, decisiveness, strategic vision and commitment to service to others. Proven ability to identify, influence and build consensus to address internal and external challenges, which drive strong and sustained contributions to revenue, profit and market growth. Trusted advisor, business partner and subject matter expert who is adept in bridging political, organizational, cultural and regulatory silos. Inspiring leader, trainer and coach who creates workplaces of high engagement, from the top down, in unionized and nonunionized environments. Experience across reorganizations, turnarounds, start-ups, and high-growth operations. BS in Physical Therapy; MS in Healthcare Administration; Six Sigma Black Belt.


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Northwell Health Deputy Executive Director 4/2017 - 4/2018
Northwell Health Associate Executive Director 7/2012 - 4/2017
Northwell Health Director 9/2007 - 7/2012



Independence University Health Administration 2007 Master Degree
Stony Brook University Physical Therapy 1989 Bachelor Degree

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Website Jim Megna media url LinkedIn
Website Jim Megna media url Webfolio




By way of introduction, I have led high performance operations teams for Southside (300+ bed tertiary) and Glen Cove (119 bed community) hospitals, both part of Northwell Health. As transformational leader and organizational change catalyst, I produce results. My resume outlines demonstrated success delivering innovative business evolution strategies and workflow enhancement initiatives. Furthermore, I am adept at recruiting and training principal talent, propelling associate advancement, and fostering employee engagement. In assessing my qualifications, please consider the following: • Achieved a 30% reduction in ED hold times, a 13-point spike in patient satisfaction and an overall decrease in length of stay by 0.5 days through a cross functional performance improvement task force and the establishment of a patient logistics and throughput process. • Achieved flattened cost curve and improved quality by investing in new technology in medical imaging (cardiac CTA, Interventional CT) and laboratory (Automated blood typing, new slide prep technology, development of Mass transfusion protocol). • Co-chair and active administrative membership in community and medical boards, pharmacy and therapeutics committee, ethics committee, sepsis committee, transfusion committee, quality committee and radiation safety committee. • Extensive experience in Joint commission and other regulatory surveys i.e. NYSDOH, Title XVIII, CAP, pharmacy residency reviews and CARF. • Experience in business development and capital projects with implementation of Cardiac rehab, Sleep medicine JV, ED expansion, Rehab unit consolidation and strategic planning. • $3.5 million margin proliferation and expanded client base for rehabilitation services facilitated by proficiently consolidating two rehabilitation programs, evading staff dismissals, and ensuring regulations compliance. • $200,000 retained for year ending expenditures and YOY attainment of expense objectives accomplished through flexible staffing and resource allocation determined by demand and cost controls discretionary spending. • $250,000 salvaged for the cardiac catheterization lab in one year by regulating supplies and instating the just in time delivery system for specialized instruments, mitigating product waste and storage requirements. I welcome the opportunity to speak personally with you regarding the benefit my qualifications will bring to your organization. The following is a link to my webfolio for additional information: Thank you for your consideration. I look forward to speaking with you regrading next steps.

Companies I like:

Encompass, Tenet, NYU, NY Presbyterian, Mount Sinai, New York Life


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§ Organization Transformation/Executive Leadership: Played key role in transforming Southside Hospital from community hospital to regional tertiary center, including transitioning from “sending” facility to “receiving” facility, and developing processes for patient transfers through air medical transport as well as patient logistics and throughput. Enhanced medical imaging, grew regional interventional radiology program, and upgraded laboratory and pharmacy services. § Mission-Critical Task Management/Accreditation: Transformed Southside Hospital into a CARF-compliant facility within 18 months. Built and led eight teams that addressed and ensured compliance with ~1700 standards to achieve four accreditations by Commission for the Accreditation of Rehabilitation Facilities across Outpatient/Inpatient Medical, Brain Injury and Stroke Rehabilitation. § Budget and Employee Management: Managed budgets to $120M and led teams of up to 750 FTEs with 10 direct reports. § Relationship Management: Established key relationships wi