As a firm, we had worked for this one client for several years, and I had been involved for more than three years in helping the organization get ready to move to a new hospital. After holding hundreds of meetings with hundreds of physicians and staff and developing performance standards, work flows, and department manuals, move day came, and I was present in the command center in the new hospital. Over 14 hours, 127 patients were moved, but I remember only one: a little boy who flatlined more than once that day. And after all the other patients had been transported to the new hospital, a team of 40-plus people—including the CEO, executive team, clinical staff, EMS staff, transporters, and movers—was still waiting for this little guy to stabilize and make his way to his father who was waiting for him. When he arrived, safe and sound, there was not a dry eye in the room. Right then, I realized why I love this job.
Jesse is a seasoned healthcare adviser with more than 18 years of experience leading executive leadership through strategic initiatives and facility and operational transformations. With a focus on the care continuum and overall patient experience, Jesse has ushered in 25 new facilities to better prepare providers for the future of care delivery. Healthcare executives in today’s ever-changing industry climate value his ability to anticipate their needs and deliver pragmatic, consistent results.
Jesse specializes in large-scale transformations that promote new organizational and operating models for healthcare providers. His clients encompass academic medical centers, such as Massachusetts General Hospital, Penn Medicine, and Rush University Medical Center; pediatric hospitals, including Ann & Robert H. Lurie Children’s Hospital of Chicago and Children’s Hospital of Philadelphia; health systems, such as Kaleida Health and Mission Health; and public hospitals, such as Eskenazi Health. Jesse’s engagements involve programmatic definition, market assessment, campus master planning, asset rationalization, functional and space programming, new facility activation and transition planning, and operational redesign and process improvement in inpatient and ambulatory environments. In his work, he has impacted $14.2 billion in capital planning for 30 million square feet (2.8 million square meters) and 12,000 beds.