DG Healthcare Associates, led by Dan Ginsburg, specializes in bringing health care leaders and organizations together to solve complicated problems and achieve their goals.
Dan’s extensive consulting, executive, and board experience gives him the credibility and understanding to fully appreciate the perspectives of the participants, identify the key issues, simplify complicated problems, develop creative solutions, and gain consensus on the best path forward.
Dan’s extensive consulting, executive, and board experience gives him the credibility and understanding to fully appreciate the perspectives of the participants, identify the key issues, simplify complicated problems, develop creative solutions, and gain consensus on the best path forward.
Recent problem solving and consensus building examples include:
▪ Facilitated negotiations between a large academic health system and a large community health system to form a new, jointly operated integrated health system with over $10 billion in revenue and 30 hospitals.
▪ Facilitated successful collaboration discussions in a tight timeframe between a community health system and an academic health system, allowing the former to complete the $5 billion acquisition of a regional health system with the support of the academic system.
▪ Facilitated the redesign of the funds flow between the hospitals, physicians, and School of Medicine in a $4 billion revenue academic health system.
▪ As board chair, brought a 30-member volunteer board to unanimous agreement on the need for a leadership transition.
▪ Worked with executives of a national insurance company to develop a strategy to enter the individual market.
▪ Interviewed all 35 partners in a divided physician group practice and helped them to gain understanding and rebuild trust.
▪ Facilitated negotiations between a large academic health system and a large community health system to form a new, jointly operated integrated health system with over $10 billion in revenue and 30 hospitals.
▪ Facilitated successful collaboration discussions in a tight timeframe between a community health system and an academic health system, allowing the former to complete the $5 billion acquisition of a regional health system with the support of the academic system.
▪ Facilitated the redesign of the funds flow between the hospitals, physicians, and School of Medicine in a $4 billion revenue academic health system.
▪ As board chair, brought a 30-member volunteer board to unanimous agreement on the need for a leadership transition.
▪ Worked with executives of a national insurance company to develop a strategy to enter the individual market.
▪ Interviewed all 35 partners in a divided physician group practice and helped them to gain understanding and rebuild trust.
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