1. KEN MARSHALL
Senior Executive Health Care Leader
502-648-0562 kenmrshll@gmail.com
https://www.linkedin.com/in/ken-marsh
all-6736601
Louisville, Kentucky
SUMMARY
STRENGTHS
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5 +
I have always said, “I am interested in having an experience not a job." I feel “experiences” are deeper, more
passionate and teach us lessons. These lessons and passion lead to personal and professional growth and in turn
create value in our work. I believe success rests on the strength of our relationships, how they are built and
maintained. First, I try to listen and seek to understand. I also understand that honest communication and
transparency build trust. By nature I am collaborative, and believe diversity of thought and experience creates
better outcomes. I am inspired by leading teams and seeing them achieve results they thought impossible.
Results Focused
If you don’t know where you are going, how can you get
there? I believe it is important to be clear about the
results that are expected and how they are measured.
Developing clear, objective results that are challenging,
yet achievable is key when moving an organization or
team forward. Progress should be monitored to
understand what is going right and what needs to be
improved. It keeps a team focused on what is
important and where they are on the journey.
Relationship Builder
The strength of relationships with co-workers and
colleagues can mean the difference between success
and failure. Building a strong relationship is time
intensive. It means reaching out to those you agree
and disagree with. Having an open mind, truly listening
and seeking to understand is the initial step. Trust is
also key, having honest and transparent
communication builds trust - it is easy to lose trust and
difficult to re-build it.
Collaborator
Building collaborative teams is central to solving difficult
problems. In complex organizations, rarely do the best
answers come from a single individual. Being
multidisciplinary in approach is especially important in
large organizations where disciplines can often be
disconnected. Incorporating diversity of thought and
experience leads to better solutions and in turn better
results.
Developing Future Leaders
Health care is a service delivered to people by people.
Those who are responsible, connecting with those we
serve, are the organization’s greatest asset. In a time
when there is change within organizations and across
the industry, we should make sure leaders at all levels
are prepared to manage and lead successfully. Identify
highly talented staff, mentor and develop them, as an
investment in the foundation of the organization.

2. ACHIEVEMENTS
EXPERIENCE
Implemented organizational development efforts.
Implementation of management accountability,
including redesign of the management compensation
model. This improved accountability and objectively
measured leader performance. This experience taught
me how to successfully implement broad change over a
large organization. It developed my skills in
collaboration, team building and results focus.
P Development of Organization Wide
Accountability
Developed and implemented performance based
incentives into academic department support
agreements. This initiative resulted in improvements in
quality and patient satisfaction. The experience taught
me the importance of building and maintaining
relationships, how to approach difficult conversations,
and how transparency and honesty build trust and
value.
P Implementing Objective Incentives for
Physician Support Agreements
Executive Consultant
Center for Global Health - University of Louisville Division of Infectious Diseases
Develop and negotiate a real estate partnership resulting in the consolidation of clinics within the Center for Global Health.
Recruit and implement Center for Global Health advisory council. The council will serve as a community champion of the U of L
Center for Global Health.
Aug 2016 - ongoingr +Louisville, KY
The Center for Global Health at the University of Louisville is part of the Division of Infectious Diseases at the U of L School of
Medicine. The Center for Global Health has over 11,000 clinic visits annually. It is a multidisciplinary effort to improve health, and
reduce health inequalities, among underserved populations locally and world wide. Services provided at the center include:
comprehensive care for HIV/AIDS patients, refugee healthcare and immunization, international health and travel, global research in
pneumonia, influenza, and emerging pathogens.
President
KentuckyOne Health - University of Louisville Hospital and James Graham Brown Cancer Center
10% EBIDA margin for 2016 fiscal year.
Achieved 98.7% of value based purchasing clinical process of care measures. Seven of the 11 measures scoring at 100%.
Provided leadership and direction regarding the implementation of joint operating agreement and academic affiliation agreement
between University of Louisville School of Medicine and Kentucky One Health.
Implemented management integration and cost savings initiatives involving clinical services consolidation across the downtown
campus in areas of Cardiology, Oncology, Surgical Services, Diagnostic Radiology, Pharmacy, Laboratory Services, and Quality.
Negotiated academic and recruitment support agreements with academic department chairs.
Successful implementation of Cerner clinical information system.
Only Level One Trauma Center in Kentucky that has continuously maintained verification by the American College of Surgeons.
The first Comprehensive Stroke Center verification by the Joint Commission in the State of Kentucky.
Mar 2013 - Aug 2016r +Louisville, Kentucky
Kentucky One Health is the largest integrated health system in Kentucky. The system has 200 locations with approximately 17,000
employees, 3,000 physician, and 2,700 licensed beds. The President is the chief executive responsible for operations and strategic
direction of the University of Louisville’s 404 licensed bed teaching hospital and outpatient cancer center. The academic medical
center is home to the only Level One Trauma and Burn Center in Kentucky and the first Comprehensive Stroke Center in Kentucky.
The James Graham Brown Center is the center of oncology treatment and research for the region. The organization has annual net
patient service revenues of $450 million, 17,000 annual admissions, 213,000 outpatient visits, and 2,000 employees. This role had
operational responsibilities across the downtown medical center, inclusive of University of Louisville Hospital and Jewish Hospital.
The combined enterprise has 800 licensed beds over $700 million in net patient service revenues and 33,000 admissions.

3. EXPERIENCE
Senior Vice President and Chief Operating Officer
U of L Health Care
Lead organizational development efforts involving implementation of management accountability including redesign of
management compensation model to improve accountability and objectively measure leader performance.
Successfully negotiated agreement between organization and school of medicine to re-establish department of neurosurgery and
secure physician coverage and Level One Trauma status.
Managed a $119 million expense budget and generated a 7% positive variance in fiscal year 2011.
Reorganized organizational patient experience functions resulting in an increase of 6 mean score points and improvement in
language translation service efficiency.
Annually manages discussion with governmental leaders regarding contracts in place to support funding of medical care for the
uninsured.
Annually analyzes and negotiates support agreements between the hospital and academic departments.
June 2008 - Mar 2013r +Louisville, Kentucky
Academic medical center associated with the University Of Louisville School Of Medicine. Clinical services include a 404 licensed bed
acute care hospital, outpatient cancer center, and Level One Trauma Center, Certified Comprehensive Stroke Center, Level III
Neonatal ICU. The organization has annual net patient service revenues of $450 million, 17,000 annual admissions, 213,000
outpatient visits, and 3,000 employees. The Chief Operating Officer served as member of the executive management team that
oversaw operations and strategic direction of the organization. Directly managed a $119 million operational budget over several
hospital departments including: radiology, laboratory, outpatient oncology, neuro‐diagnostics, human resources, environmental
services, food and nutrition, planning/business development, patient experience, and communications.
Vice President of Operations
U of L Health Care
Developed and implemented strategies to improve the Trauma Institute including staff reorganization and improvements in
abstracting patient charts resulting in better data availability for trauma surgery research.
Successfully managed two Level One Trauma verification surveys by the American College of Surgeons.
Negotiated and lead development of outsourcing agreement of environmental services and food and nutrition services including
the conversion of 200 organizational employees to contractor payroll resulting is a $2 million savings over five years.
Developed and implemented incentive based performance metrics into physician contracts.
Lead improvement effort to reduce patient who left the emergency department without being seen, resulting in a 19% reduction
in patients who left without being seen.
May 2003 - June 2008r +Louisville, Kentucky
The Vice President of Operations served as member of the executive management team. Directly managed several hospital
departments including: environmental services, food and nutrition, cardiopulmonary, physical therapy, planning/business
development, patient experience, and communications. Responsible for operational oversight of Level One Trauma services
including collaboration with departments of Emergency Medicine and Trauma Surgery.
Vice President of Business Development
U of L Health Care
Lead real estate development of new outpatient center to serve as the primary faculty practice site.
Lead the joint development of statewide tele-medicine physician consulting service for department of neurology and the stroke
program.
Member of joint Hospital and School Of Medicine leadership team responsible for developing strategically significant inpatient and
outpatient initiatives to grow market share.
Apr 1999 - May 2003r +Louisville, Kentucky
The Vice President of Business Development served as member of the executive management team. Directly managed several
hospital departments including: environmental services, food and nutrition, planning/business development, patient experience,
and communications.

4. EXPERIENCE
LANGUAGES
EDUCATION
Director of Marketing and Communications
U of L Health Care
Created successful brand launch of “U of L Health Care” creating a common identity among clinical delivery sites and physician
practices and achieved 78% community awareness in the first year.
Led the development of a government relations initiative that targeted the continuation of $8 million in funding from Louisville
Metro Government of care of the uninsured.
Developed and implemented advertising and communications initiative for James Graham Brown Cancer Center resulting in a
significant increase in consumer preference, from 4th in the market to first.
Developed and implemented advertising and communications initiatives for emergency services resulting in a 5% increase in
emergency department patient visits after program launch.
Developed media relations strategies around clinical discoveries that supported the hospital and school of medicine.
Apr 1995 - Apr 1999r +Louisville, Kentucky
The Director of Marketing and Communications served as member of the executive management team. Provided management and
leadership to the marketing and communications function of teaching hospital and associated outpatient cancer center. Developed
and executed marketing and advertising campaigns, and presented marketing analysis to senior level executives.
Public Relations Manager
Columbia/HCA
Created and implemented communication vehicles for employees and physicians across the network.
Served as primary spokesperson and responsible for improving relations with new media outlets.
Develop quarterly operational review presentations for division executives.
Apr 1994 - Apr 1995r +Louisville, Kentucky
Columbia/HCA is a nation wide for-profit hospital system. The Kentucky division consisted of seven acute care hospitals, ranging in
size from 100 to 400 licensed beds including an academic medical center. The Public Relations Manager was a member of a 5‐person
team responsible for supporting the advertising and communications needs the Louisville Metro Area and Kentucky Division.
English
Native
Spanish
Beginner
Masters in Business Administration (MBA)
Bellarmine University
1999r +Louisville, ,Kentucky
Bachelor of Arts - Journalism
Indiana University
1989r +Bloomington, Indiana

5. CERTIFICATES
VOLUNTEER
American College of Health Care Executives
Fellow
Leadership Kentucky
Graduate
Board of Directors
Kentucky Chapter - American College of Health Care Executives
2010 - 2012r
Board of Directors
Brain Injury Association of Kentucky
2010 - 2012r
Board of Directors
Health Enterprises Network
2012 - 2013r
Board of Directors
River Cities Community Sailing Program
2009 - 2011r
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