- Career professional in turnaround and restructuring with the last 13 years specializing in healthcare.
- Proven success in designing and delivering substantial change initiatives; leader by example.
Clare Moylan is a co-founder of Gibbins Advisors. She is a healthcare professional with a broad base of experience including operations management, turnaround and restructuring, bankruptcy, strategic planning, business analysis, performance improvement consulting and litigation support. The combination of operational leadership, business/financial acumen, strategic mindset and calm demeanour create a strong and versatile skill set that Clare brings to each engagement.
Clare’s experience covers the public, private, and not-for-profit sectors across the healthcare continuum: primary care, acute care hospitals, nursing homes, hospice, specialty practice clinics, assisted living and home health care.
Early in 2020, Clare was appointed the Interim Director COVID-19 Response for Australia’s second largest private hospital system (43 hospitals) supporting its crisis response and 5-year strategic plan. Through 2021 she led their nationwide COVID vaccination policy program, as well as supporting multiple programs to solution and deliver performance improvement initiatives valued at over $20 million annually.
Prior to founding Gibbins Advisors, Clare was the Managing Partner of Healthcare Management Partners, a healthcare-specialist turnaround and restructuring professional services firm. In that role, she established the Nashville (Tennessee) headquarters and more than doubled the size of the firm.
A sample of significant engagements and achievements in Clare’s recent career history include:
• Director of COVID-19 Response for Australia’s second largest private hospital system (43-hospitals) supporting its crisis response and 5-year strategic planning to successfully emerge from COVID-19.
• Led a co-design process with a leading non-profit healthcare system in Australia through its organization structure conversion to a regional, integrated care model;
• • Co-led the Assessment of Synergies and Opportunities for two financially distressed New York State hospitals considering a merger; Managed complex stakeholders and led the 20-person team of Gibbins Advisors professionals to quantify, plan and communicate the opportunity;
• • Co-leading Gibbins Advisors’ engagement as Independent Monitor for Mission Health System’s six-hospital portfolio in North Carolina acquired by HCA Healthcare for $1.5 billion; ensuring HCA adheres to certain contractual commitments around retaining hospitals, services, and charity care for 10 years.
• Co-led the operational turnaround team for an AU$2.2 billion multi-hospital system. Over a 7-month period, a program of operations initiatives under Clare’s leadership reduced Average Length of Stay by over 10% on prior year averages and the organization achieved savings of over AU$100 million for FY19 against a budget of AU$40 million.
• Executive Director of Homecare and Hospice for a business with 200+ employees, over $20 million revenue. With full responsibility for financial and operational performance, Clare led a suite of tactical and strategic initiatives resulting in net income increasing by $2.2 million from the prior year.
• Program Director in the very successful turnaround of a leading skilled nursing and behavioral healthcare group in Tennessee that resulted in the company returning to covenant compliance, going from 8 to 75 days cash on hand in 18 months, and avoiding bankruptcy. Managed the delivery of initiatives that resulted in 45% corporate cost reduction and the sale of $30 million in surplus assets, including real property and an airplane.
• Program Director during the Chapter 11 bankruptcy of a large hospital company with five Critical Access Hospitals, a management and billing company, a therapy services company, and an ACO. Led the sale of a home health company that generated a substantial profit (~$1 million) for the estate.
• Took a lead role in the development of a 3-year strategic and turnaround plan for a multi-site, $250 million turnover regional hospital in Alabama. Successful implementation of the first initiative alone increased annual EBITDA by $5 million.