Private Health Care

WHO

    •    A world renowned, specialized surgical hospital located in the Greater Toronto Area
    •    Family owned and operated for 65+ years; President is second generation; third generation involved in          business
    •    Full-time staff of 150
    •    Funded by the Ontario Ministry of Health, insurance companies and patients

WHAT

For many years, the management of the business operations of the hospital were run by a non-family Managing Director.  When the incumbent resigned, the Board (which was made up of family members from inside and outside the operation) was tasked to find a replacement but could not immediately agree on what skills would be needed for the role.  It was decided that an interim resource should be put in place to manage the business affairs of the hospital while the Board deliberated.

HOW

The Osborne Group was engaged to provide an Acting Managing Director. Initially, the Board agreed that they wanted a General Manager with a background in Finance. The Osborne Group provided a Principal with this background and many improvements were made to financial processes and overall business management. The Board then decided that they wished to look more strategically at the business, and The Osborne Group was able to provide a Principal with expertise in both General Management and Marketing. During the period this Principal was in the role of Acting Managing Director, the Board was able, with the assistance of The Osborne Group Principal, to focus on determining long-term strategies for the business, including the required skill set for the permanent general manager.  Based on this work, a full-time, permanent Managing Director was hired to take the organization in the new direction.
 

SUCCESS STORY 

With multiple family members on the Board and involved in the day-to-day business, there were divergent points of view on what was needed to run the business. By trying out different skill sets in multiple Acting Managing Directors, the Board was able to take the necessary time to determine what the hospital’s long-term strategy should be and recruit the person with the right background to take them in that direction.