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Profiles IN LEADERSHIP

Michael S. Davis Hits the Ground Running as TFPS CEO

BY LOIS THOMSON entities together is that we're taking care patients. "This group practice, like many
of patients, striving daily to meet the around the nation, formed over time
When Michael S. Davis joined Tenet needs of our communities." organically – employing physicians
Florida Physicians Services as CEO in He believes his responsibilities at Tenet and/or acquiring smaller groups.
May, one of the first things he wanted to generally fall into two categories, one However, when you grow organically,
do was "a lot of listening." He said he being the day-to-day operations of all of one of the common symptoms is a silo
wanted to get out and see as many peo- the group's sites of service. With the sup- mentality – each practice is almost like a
ple as possible, "with the ultimate goal of port of his team, Davis oversees all snowflake.
getting to all of our sites of service, meet- aspects of patients' experience from "Each group and each physician may
ing the clinical and non-clinical teams arrival, to check-in and getting their come with their own set way of doing
where the good work and service is being healthcare needs met, to checkout. things, but we must determine how can
done." That's quite a task, considering Additionally, an important element of we standardize across the group. As we
the practice group has more than 150 operations is people, and a strong focus grow in size and scale across the geogra-
physicians and 800 employees, serving on their growth and development. phy, it becomes imperative to standard-
50+ outpatient facilities and 10 hospitals Michael S. Davis "We're trying to maintain a strong cul- ize in order to achieve optimal patient
in three counties. ture – a culture that may be different in experience and top-notch clinical out-
To date, Davis has visited most across leads to faster, more effective solutions. Palm Beach County than Broward comes. The communities we serve
the vast territory, and he said he has been "Those two tenets have been something County than it is in Miami-Dade County; deserve nothing less."
very clear in the message he wants to I've been pushing hard with the team. To but in general it's a culture of respect, Even though he hasn't had much
convey to his team: that two of the top me, they breed success for a group prac- commitment, and a focus on the ultimate opportunity yet, Davis said he likes to
principles of his leadership style are tice like ours that is so expansive in aim to provide great care and service to spend time throughout the year stepping
strong communication and visibility. terms of size, scope and geographic cov- our patients. back for some personal reflection, which
"Communication is critical. So many of erage." "A large part of my job is to make sure has to do with who he is as a leader and
the day-to-day 'fire drills' could have Davis came to Tenet from Nicklaus we're providing a positive work culture what he hopes makes him a stronger
been stopped sooner with good commu- Children's Health System, where he was for all of the employees in our group leader. "I take time to reflect on what I'm
nication. So a strong tenet of mine is to president of Pediatric Specialists of practice. If successful, the positive inter- doing, why I'm doing it, and what is my
ensure that the lines of communication America, the health system's physician nal culture will only enhance the patient ultimate mark or impact on the commu-
are very open and free, that we can com- group practice. He said if there was a dif- experience provided by our people." nities I help to serve. While the day-to-
municate with one another in a manner ference between the organizations and Further, Davis looks at continuing to day can be very successful, we have to
that allows for it to be direct and with as his responsibilities, it was going from a expand the depth and breadth of care ask ourselves, are we accomplishing
much candor as possible, but always not-for-profit independent children's offerings, which he calls a "welcome what we've set out to do; and if not, how
adhering to professional standards." entity to one that was for-profit and challenge." As he explained, top-notch can we do better. So I'm working really
Regarding visibility, Davis said that largely based in adult healthcare. clinicians who have a passion for their hard on that and continuously thinking
because of the geography covered and Nonetheless, "I've always had the work are regularly being brought on about my one-day legacy for healthcare."
the size and scope of the group practice, belief that my background and experi- board, but part of his role is helping to No doubt Davis will succeed.
it's important for him and his team to be ences in healthcare are transferable to a figure out how their work can be stream-
visible where the work is happening. variety of roles and types of organiza- lined within a clinical service line, and For more information,
Being present enables more rapid identi- tions within the industry. At the end of standardized as best possible to achieve call (561) 288-5500 or visit
fication of the problems at-hand and the day, the thread that ties all healthcare optimal high-quality outcomes for www.tenetfloridaphysicianservices.com.

Cover Story: New Holy Cross Hospital CEO Focusing on Pandemic, Future Goals

there.” Hospital Pembroke to take in patients a drop in service line volumes anywhere allowing us to begin engaging in new plat-
Doyle knows about hard work. He has when Memorial Regional or Memorial from 10 percent to 60 percent. Financially, forms with smart phones, etc., expanding
served as the CFO of Kindred Healthcare West were overrun, as well as establishing all healthcare systems are hemorrhaging our footprint beyond the four walls of the
Hospitals – Arlington and Fort Worth, as a medical detox program to help combat and the CARES Act stimulus money just hospital.”
the CFO with Universal Health Services' the opioid epidemic. scratched the surface of what we need. Doyle also is looking at ways to increase
Northern Nevada Medical Center and There are still gaping holes in the financial access to Holy Cross physicians and plans
Wellington Regional Medical Center, and Starting a New Chapter picture. to rebrand the hospital as Holy Cross
as CFO at Ascension Health in When Doyle was approached to join “We never forget our mission to serve Health so that it is more indicative of the
Jacksonville. He also has held executive Holy Cross Hospital, he was excited about the community, but we have to be solvent services they offer.
positions at Broward General Medical the opportunity. to do so,” he explained. “We need to find “I’d also like to try to establish more
Center (now Broward Health) and Tenet “Holy Cross has an outstanding name in more ways to be creative and innovative, brick-and-mortar structures in different
Healthcare System's Florida Medical the community, great service lines and and explore new ways to reach patients.” markets so that we can become more of a
Center. impressive patient outcomes, which, com- To this end, Doyle is expanding philan- regional provider,” he added. “We want to
He joined Memorial Hospital Pembroke bined with my desire to work with a mis- thropic efforts in order to tap into donors become a destination hospital.”
in 2014, where he was responsible for sion-based organization, made it a dream and corporations as a way to support Holy Just like he did at Memorial, Doyle plans
moving the hospital’s Leapfrog hospital job,” he explained. "We are here to serve Cross. He also wants to expand the hospi- to enhance quality and safety, with the goal
safety grade rating from a C to an A, and the community, regardless of a person’s tal’s market share and footprint, which he of bringing the hospital’s Leapfrog rating of
moving its Centers for Medicare and ability to pay. Our core values include jus- says is challenging as a single hospital with B to an A, and increasing its CMS rating
Medicaid Services (CMS) rating from two tice, reverence and commitment to those a lot of large competitors. from four to five stars. “The final goal—
to four stars. who are poor. Everything is done in the “We want to grow our service lines—we and my favorite—is to have fun, because I
“Our growth was exponential,” he said Lord’s name; spirituality guides us.” already have good ones here including want associates and physicians to be
of leading the 301-bed, community-based There are quite a few challenges facing orthopedics, oncology, neurology, and engaged, excited and committed to the
hospital, part of the Memorial Healthcare Doyle in his new role. obstetrics/gynecology,” he said. “We also hospital’s future,” he said, adding that he is
System. “Like everything else, COVID disrupted want to leverage technology; one of the very impressed by Holy Cross’ corporate
Doyle also was responsible for starting a healthcare providers—not just in this mar- best things to come out of COVID is culture. “Nothing great is ever achieved
transfer program that allowed Memorial ket, but nationally,” he said. “We’re seeing advancements in virtual health, which is without enthusiasm.”

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