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An industry enthusiast, life-long learner, analytics aficionado, and former college tennis player.

Values honest communication, creativity to solve complex problems, and growth mindsets. 

Spends time helping companies grow, exploring novel business models seeking to change U.S. healthcare for the better, tinkering with new hobbies, giving his friends a hard time, and cherishing moments with his family.   

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Alfredo Fernandez-Concha

HEALTHCARE EXECUTIVE, ADVISOR, & CONSULTANT

EXPERIENCE

EXPERIENCE

2022-Present

Chief Growth Officer

CASTLE CONNOLLY PRIVATE HEALTH PARTNERS

CCPHP is a subscription medicine platform company with a national network of physicians and a large consumer membership base. 

Leads corporate development growth through joint ventures, acquisitions, and other business development efforts with physician and health system partners.

2015-2022

Principal, Strategy & Business Advisory

ECG MANAGEMENT CONSULTANTS

ECG is a national healthcare management consulting firm with 9 offices and 230+ consultants.

Advised on $3B+ of board-approved investments on a range of strategic growth initiatives for leading hospitals, health systems, and large medical groups.   

2011-2012

Private Equity Investment Professional

2009-2011

Institutional Derivatives Sales Trader

2007-2009

Capital Markets Senior Analyst

CONSONANCE CAPITAL PARTNERS

CCP is a healthcare middle market private equity firm with $1B+ AUM.

JB DRAX HONORE

JB Drax is one of the world's largest brokerage firms specializing in listed derivatives, foreign exchanges, and interest rate swaps serving institutional investors, hedge funds, and investment banks.

IPREO (now part of S&P GLOBAL)

Ipreo served participants in every stage of the capital-raising process including banks, public and private companies, and institutional investors through advisory and technology services.

EDUCATION

EDUCATION

2012-2014

Master of Business Administration

NEW YORK UNIVERSITY

Leonard N. Stern School of Business   

Teaching Assistant for Financial Accounting and Reporting

2003-2007

Bachelor of Science, Finance

LEHIGH UNIVERSITY

College of Business and Economics

Captain of the D1 Men’s Varsity Tennis Team; All-Patriot League First Team Honors: Announcement

SKILLS

EXPERTISE

SKILLS / EXPERTISE

Corporate Strategy

Partnerships & Affiliations: 

Joint Ventures, M&A

Business Development

Deal Strategy

Healthcare Delivery Network Growth

Ambulatory Planning

Primary Care Strategy

Digital Health Development

THOUGHT LEADERSHIP
THOUGHT LEADERSHIP
Selected Publications

Primary care is at a tipping point. We know it has been said before. However, in the past, primary care delivery has been dictated by changes in payor-led reimbursement models. Examples include healthcare maintenance organizations (HMOs) of the 90s and more recent risk-sharing, value-based care initiatives. This time other forces are also at play, including:

  • Nontraditional market entrants

  • Physician shortages exacerbated by industry-wide burnout

  • Consumer expectations

 

Health systems will be forced to evolve their primary care strategies. Membership model medicine must be a key component of that evolution.

Link to Full Article: Membership Medicine: Why Health Systems Must Take Heed

Health System Scale is Irrelevant Without Performance

Author
Whitepaper: October 28, 2020

Bigger doesn’t always result in better. Only those health systems that grow while advancing performance by strategically pursuing vertical integration into asset-light delivery mechanisms, exploring new business/product expansion opportunities into nontraditional healthcare services, and ensuring a deliberate and structured approach to scale will be positioned for clinical, strategic, financial, and operational success.

Link to Full Article: Health System Scale is Irrelevant Without Performance

The Hospital Accelerator Model
Author
Healthcare Financial Management Association (HFMA): July 20, 2016

Evolving reimbursement models, the Affordable Care Act and the activation of patients as consumers are among the major drivers of anticipated disruption to the provider landscape. This shifting financial, regulatory and patient preference has led to not only industry veterans attempting to recalibrate ways of doing business, but has also notably attracted outside entrepreneurs and capital vying to establish a presence in a massive industry that historically has had large barriers to entry.

Link to Full Article:  The Hospital Accelerator Model

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