Results

Richard (Dick) Orndoff worked for me for approximately 8 years when I was the CEO of Magellan Health Services. Dick started and ran the TennCare business when the mental health benefit for Medicaid managed care was carved into an MCO (BCBS of Tenn.) When State of Tenn. initiated the largest carve out program in the country, Dick led Magellan's successful effort to win a contract with over 600K lives and annual revenues in excess of $250K. When Magellan Health Services purchased Merit Behavioral Health, Dick was promoted to COO of our public sector division with full responsibility for a number of Medicaid carve out programs across the country. Dick's experience in the public sector provided invaluable experience in working with state elected and appointed officials. Dick truly understands the public/private partnership and can make it work for both parties.

He had P&L responsibility for all the public business totaling more than $600M. He displayed leadership skills that were evident in his management of operations, M&A corporate integration and synergies, product development, and contract negotiations that were important to the success of Magellan in this business area. I would not hesitate to recommend Dick to any organization that needs a leader with strong management skills and the ability to make things happen.

Richard (Dick) Orndoff was the COO for the Public Sector Division, one of three divisions within Magellan Health Services, the largest behavioral health managed care company in the country. He reported to me when I was the President of Magellan Behavioral Health Services. He had P&L responsibility for all of Magellan's public sector business with yearly revenues in excess of $600 M, which reflected 50% of the total revenues. He was responsible for all public sector operations in a number of large state Medicaid carve out programs across the country. He was the person responsible for negotiating and renewing all contracts within his division.

His experience in State government was a valuable asset in making the public/private partnership model work for all clients. Dick's business acumen and ethical manner, assured the delivery of high quality cost effective health care services. He is an unusually capable leader who consistently and effectively balanced a high level of competing demands that produced positive results for the company and its public sector customers.

Ann Boughtin and I have worked together in the public mental health arena for many years. She has led the effective implementation of major statewide change initiatives and was one of the first executive managers in the Medicaid managed care arena.

Ann Boughtin has an impressive background in both the public and private sector, stands out as someone who has consistently demonstrated creative approaches and effective leadership in balancing the needs of consumers, payers and providers. She is unique in this regard, and is held in the highest regard by me and many others who have worked with her.

I hired Ann Boughtin as my COO at CareGuide.

I had worked closely with her at Magellan Health Services, where she was General Manager with P&L responsibility for a $455M Medicaid managed care account. In both roles Ann was responsible for the overall operation of the company, including clinical services, marketing, information services, customer service, and disease management. Ann led several initiatives to launch new products and implemented practical solutions that brought value and ROI to the company in the near term. Her working knowledge of Medicaid and managed care approaches, sets her apart.

Ann leads with clarity of purpose, integrity, and creativity, and garners the respect of all with whom she works. I can highly recommend Ann Boughtin for critical projects and operations in large and small organizations.

I hired Ann Boughtin to work as a consultant on a wide range of projects for the Erie County Department of Mental Health and the New York State Conference of Local Mental Hygiene Directors. Her experience in the public and private sectors gives her a unique perspective on problem solving.

She has successfully led major change initiatives including strategic planning, inter-agency relationships and service development related to pay for performance, and quality management, children's systems of care, and juvenile justice.
She is a leader who works well with clinical, administrative and fiscal people in implementation processes that transform operations. She is an outstanding consultant who is able to bring together the systemic and operational levels into a single perspective.