VICTOR W. LAROSA, MBA, CMPE
7077 Tomahawk Court, Huntsville, Ohio 43324
Mobile: 614-716-9457 • bassnvic1@aol.com
Masters prepared healthcare executive with over 25 years of varied senior level experience,
including managing academic and private physician practices, leading ambulatory surgical and
ambulatory care centers, and directing in HMO, managed care and organized labor environments.
Possess extensive knowledge application of current labor and healthcare laws. Qualifications also
include successful oversight of acute care hospital service lines, strategic planning, business
development, contract development and negotiation, regulatory compliance, P&L responsibility, largescale project management, facility design and re-design, supply chain management, imaging services,
medical sales, process reengineering, quality control and team-building.
PROFESSIONAL EXPERIENCE
CHIEF EXECUTIVE OFFICER
November 2007 – March 2014
CENTRAL OHIO NEUROLOGICAL SURGEONS, INC.
WESTERVILLE, OHIO
Reporting directly to the Board of Directors, responsible for management of all aspects of a 15
neurosurgeon practice, including a 40,000 square foot medical office building, 11 satellite offices and
free-standing imaging services. Included direct supervision of five managers with indirect supervision
of 75+ employees. Administration and oversight of billing revenues in excess of $75 million annually
with an operating budget exceeding $10 million.
Achievements:
 Increased cash flow to achieve daily goal of $76,000, allowing shareholder distributions exceeding
$2.7 million above previous year.
 Implemented missing infrastructure (finance committee, governance and standardized policies).
 Initiated Human Resources policies, Corrective Action process and employee manual.
 Revamped billing to optimize revenues through timely and correct billing processes.
 Established finance committee to scrutinize organizational expenses and provide sound direction.
 Established an expense-based budget.
 Standardized clinical team operations.
 Developed organization goals.
 Built objective performance measures for all managers to align with organizational goals.
 Significant reduction in outstanding A/R (from 70 to 45 days).
 Established an operating reserve of $500,000.
 Negotiated new malpractice contracts to a zero deductible.
 Negotiated new benefits package, allowing for more comprehensive coverage and estimated annual
savings of $50,000.
 Negotiated new managed care contracts with more favorable reimbursement rates: Aetna (167% of
Medicare), United (160% of Medicare for next 18 months, then 165% for remaining 18 months),
Cigna (165% of Medicare), MMO (160% of Medicare), PPS (160% of Medicare).
DIRECTOR OF CLINICAL OPERATIONS
May 2006 – August 2007
OHIO STATE UNIVERSITY MEDICAL CENTER
COLUMBUS, OHIO
Reporting directly to the Chief Operating Officer, responsible for managing the operations of a 250+
physician group practice. Responsible for oversight of all operations including development of process
flows, payroll, contract negotiations, large scale projects, customer satisfaction, supply chain
management and regulatory compliance. Responsible for fiscal and strategic oversight of thirteen
outreach and four campus clinic sites. Direct supervision of thirteen managers with indirect oversight of
200+ employees and 250+ physicians. Responsible for flow integration with inpatient facilities,
including The Ross Heart Hospital, The Davis Heart and Lung Hospital and The James Cancer
Hospital. Responsibility over all Internal Medicine and Medical Specialty units, including Pulmonology,
Endocrinology, Gastroenterology, Immunology, Nephrology, Cardiology, Dermatology, Infectious
Disease and a free-standing endoscopy center.
Achievements:
 Alignment of lease and service contracts by renegotiating/consolidation of redundant services.
 Space planning projects lead to more efficient use of leased space which included the remodeling of
a 30,000 square foot multi-specialty practice facility.
 Development of a customer satisfaction tool to measure and benchmark across all specialties.
 Development of supply chain formulary purchasing program saving organization $200,000 in
procurement costs.
 Designed/implemented compliance auditing program to ensure facility compliance for all sites.
 Assisted with the build and validation of automated medical record system (EPIC).
 Developed managerial scorecard to align focus of direct reports and to enable a more objective
evaluation of performance.
 Development of a top-down strategic realignment plan aimed at reducing costs, enhancing revenues
and improving quality outcomes.
AREA MANAGER MID-OHIO
March 2005 – April 2006
FRESENIUS MEDICAL CARE
COLUMBUS, OHIO
Reporting directly to the Regional Vice President, responsible for the strategic and fiscal oversight of
five hemodialysis facilities across Mid-Ohio. Responsible for oversight of all operations including
compliance, payroll, customer satisfaction, billing, contract negotiations, quality outcomes, physician
relations, recruitment, annual evaluations and the procurement and acquisition of supplies. Oversight
and development of five Clinical Managers and 70 employees.
Achievements:
 Restored and maintained regulatory compliance of five Mid-Ohio hemodialysis facilities.
 Restructured processes to mitigate future regulatory violations.
 20% EBIT growth in nine months; increased area growth from 11 to 31% in 12 months.
 Increased customer base through marketing and education of future dialysis patients.
REGIONAL MANAGER – SURGICAL SPECIALTIES
2001 – 2005
KAISER PERMANENTE MEDICAL CENTER
CLEVELAND, OHIO
Reporting directly to the Director of Medical Specialties, recruited to turn around crisis-plagued region,
maintain strategic direction for 12 surgical specialty departments and manage $13 million budget with
100+ staff. Responsible for oversight and operations of all surgical practices across six sites. Services
included Orthopedics, General Surgery, Ambulatory Surgery Center, Ophthalmology, Wound Care,
ENT, Urology, Bariatrics, Podiatry, Recovery Room, Pre-Op Testing and Surgery Scheduling. Included
labor contract negotiations, HIPAA security compliance, space planning, and physician productivity
(both office and operating room). Responsibilities included collaboration with organized union labor
groups, including development and maintenance of representative relationships.
Achievements:
 Negotiated first time labor contract with operating room nurses and Teamster Local.
 Achieved 80% utilization of OR, increasing efficiency and delivering $2.2 million in savings.
 Identified $3+ million first year potential savings via reduction of external referrals.
 Led strategic process improvement redesign and realignment resulting in $10 million savings.
 Assisted in EPIC EMR implementation through-out entire surgical service program, including initial
system design planning, roll-out to providers/staff and subsequent operational issue resolution.
 Transitioned to new facilities with new geographic presence resulting in $1 million savings.
 Co-developed breakthrough Lupron disbursement project with $800,000 savings and no quality loss.
DEPARTMENT ADMINISTRATOR – SURGICAL SERVICES
1984 – 2001
KAISER PERMANENTE MEDICAL CENTER
BELLFLOWER, CALIFORNIA
Reporting directly to the Assistant Medical Center Administrator, responsible for managing four surgical
service departments across the medical service area. Area consisted of three major medical centers,
each serving 300,000 members. Oversight included Orthopedics, Podiatry, Wound Care and
Prosthetics & Orthotics. Called upon during shortage to direct Plastic Surgery and Ophthalmology
operations. Total responsibility included 80+ employees and 25 physicians. Employee groups
consisted of Physician Assistants, Registered Nurses, Technicians, Prosthetists, LVNs and
administrative and clerical staff. Budgetary responsibility exceeded $10 million per year. Ensured
NCQA and JCAHO compliance, payroll, fiscal and strategic oversight, project management, quality
outcomes, labor negotiations and access standards. Responsibilities included collaboration with
organized union labor groups, including development and maintenance of representative relationships.
Achievements:
 Established business-critical Prosthetics & Orthotics service area for 1 million members with new
program saving $6+ million in the first five years.
 Acted as an internal consultant, rolling out a similar program in other regions.
 Assisted in the negotiation of two favorable labor contracts.
 Lead turn-around project addressing EMTALA demands and avoiding $6 million in fines.
 Delivered $1.7+ million in savings in two years by internalizing wound and foot care services,
eliminating the need for contract providers.
 Achieved JCAHO accreditation for ambulatory care facilities.
 Assisted in hospital planning for a new medical center.
ACCOUNT MANAGER
1982 – 1984
DOW CORNING / WRIGHT
SAN PEDRO, CALIFORNIA
Responsible for introduction and sale of orthopedic and plastic surgery implants into virgin marketplace.
Provided product expertise to implanting physicians through one on one meetings and seminars.
Achievements:
 Developed new territory, growing sales from $50,000 per year to $750,000 in two years.
 Capitalized on surgical procedure knowledge to gain significant market share.
PRIOR EXPERIENCE
 Surgical/Orthopedic Technician (1981 – 1982), Zaven Bilezikjian, MD, Long Beach, California
 Surgical/Orthopedic Technician (1979 – 1981), LaPalma Intercommunity Hospital, California
 Hospital Corpsman/Field Medic/Surgical/Orthopedic Technician (1973 – 1979), US Navy
EDUCATION
Master of Business Administration, Health Care Management
University of Phoenix, Graduate School of Business
Bachelor of Science, Business Administration
University of Phoenix
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ADDITIONAL EDUCATION
On-going professional development courses in project management, strategies for healthcare,
facilitative management and relationship building.
School of Surgical Technology, Naval School of Health Sciences, San Diego, California, 1976
Emergency Medical Technician School, Naval Hospital, Oakland, California, 1974
Basic Hospital Corps School, Naval School of Health Sciences, San Diego, California, 1973
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AFFILIATIONS/CERTIFICATIONS
Medical Group Management Association (MGMA), 2005-current
American College of Medical Practice Executives (ACMPE), 2007-current
Certified Medical Practice Executive (CMPE), 2008-current
Certified Orthopedic Physician Assistant (expired 1990)
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