Team Alignment and Performance

In 2012, MTS Health Partners, L.P., a firm providing strategic advisory and capital raising services as well as private equity capital to companies in the global healthcare industry, re-capitalized Florida Gulf-to-Bay Anesthesiology Associates, LLC (FGTBA) and founded Florida Gulf to Bay Holdings, LLC to support future growth and drive results. FMG Leading was brought in to assess the current levels of organizational development and provide support in accelerating the growth of the business.

Experts in helping their clients improve care management practices, Health Integrated struggled to evolve its own operations. The conflict and negativity within the Executive Team had brought the company to a near standstill, and the embedded culture was not conducive to growth. Then-CEO Shan Padda chose FMG Leading to help create an organizational change and leader development plan based on our deep experience and record of success with similar-sized healthcare companies.

CEO Rob Bessler, MD of Sound Physicians identified physician leadership quality as a key strategic differentiator in the company’s growth strategy. Armed with employee survey data calling for in-hospital leaders with both clinical backgrounds and well-developed interpersonal skills, they committed to design and implement a transformative physician leader development program that would teach the fundamental leadership skills not taught in medical school. From this initiative, the “Chief Summit Initiative” was born.

PEARL iZUMi USA President Chris Sword decided to create a refreshed mission, values and vision for the organization that would help accelerate performance and deliver on strategy. He engaged FMG Leading to guide a multi-month discovery and design process. Early on, FMG Leading uncovered a need for greater alignment and commitment – from the Leadership Team and throughout the company – to support the design of an outcome that would inspire teammates and ensure shared performance accountability.

When Maritza G. Montiel was appointed Regional Managing Partner for Deloitte’s Central Atlantic Region, she enlisted FMG Leading’s support as she began designing strategies to improve the collaboration, alignment, and performance of her new team. Her goal was simple: to go from worst performing division, to best. The partnership, however, developed into something much greater: the creation of ‘Deloitte University’, a dedicated campus and curriculum focused on creating the professional services leaders of tomorrow.

In 1999, DaVita was known as Total Renal Care, the result of 3 poorly integrated prior mergers. They were only weeks from insolvency when Kent Thiry took over as CEO. The company he inherited was characterized by 52% annual turnover, poor patient experiences, flat revenues, and reeling profits. FMG Leading was engaged with the complex task of simultaneously addressing both culture and operations. The result of this partnership was a healthcare culture widely considered the best in the industry.

When Paul Viviano arrived at Children’s Hospital Los Angeles as the new President and CEO, the hospital faced a unique opportunity to refresh and revitalize the performance, eminence and culture of the already globally renowned and nationally-ranked hospital. Driving forces included external pressures in healthcare (especially those of a “safety net” provider), unique features of academic medicine, and the need to build greater agility into a proud, patient-focused culture.

When David Grams joined Compassus as CEO, he recognized the opportunity to strengthen the organization’s leadership capabilities and scale them to meet the needs of a growing company. He sought a complete solution that would prepare Compassus to have success with organic growth, capture new opportunities to serve more communities, and provide team members with meaningful professional development. Grams enlisted the partnership of FMG Leading to guide Compassus on this journey.

In 2020, biotech company ImmunoTek took on a private equity investor, and with that investment came increased expectations around rapid scale. CEO Jerome Parnell III enlisted FMG Leading to help focus the growth strategy, build his personal leadership skills, and redesign the management team structure. Subsequently, FMG Leading began coaching several executive team leaders allowing them to elevate in their roles and focus on the journey ahead.