C. Barry Dykes

  • Woodland Park US-NJ
C. Barry Dykes


United Way of the Coachella Valley (2006);

Greater Worcester Chamber of Commerce (2002-2004);

Fallon Clinic (2001-2004): SNJ Perinatal Cooperative (1995-1997); American Heart Association (Division President 1993-1995); Event Chair, Special Olympics Massachusetts (2004)


Senior healthcare executive with substantial experience in improving quality, increasing business revenues, reducing unit costs, and expanding services.Demonstrated ability to identify successful strategies, develop strong leadership teams, partner with the physicians and deliver measurable results.

Work History

Work History
2007 - Present

President & CEO

Chief Executive Officer with P&L accountability for 365-bed community teaching hospital which generates $200 million in annual revenue.This hospital was the second investor-owned hospital in NJ.The hospital also includes a comprehensive cancer center, a school of nursing and residency programs in internal medicine, family practice, dentistry, and podiatry.

·Recruited new executive team and 13 new department directors, to lead the transformation of this formerly not-for-profit facility which was losing money, to a successful investor-owned hospital.

·Recruited (in collaboration with key referring physicians) a new Radiology group to replace locum’s physicians who had been servicing the hospital for the last 2 years. This has resulted in more than 30% increase in volume and saved over $2.5M in staffing expenses.

·Obtained 4.6% EBITDA margin in the first 6 months of ownership.

·Established positive relationships with the medical staff.

·Recruited 40 new physicians so far in 2008, and have another 30 in the pipeline.

·Reduced Medicare length of stay by .5 days in first 6 months, and by .75 over 15 months.

·Improved productivity by 12% and eliminated most agency/contract labor.

·Expanded outpatient services resulting in growth of 30 – 100% of key outpatient volumes.

·Improved core measure performance from bottom quartile to middle and top quartiles.

·Received full reaccreditation by JCAHO with only 7 RFI’s.

2001 - 2006

Hospital CEO

President & CEO, DESERT REGIONAL MEDICAL CENTER, Palm Springs, CA (2005 - 2006)

Chief Executive Officer with P&L accountability for one of Tenet's most profitable facilities which generates $320 million in annual revenue.  This regional medical center consists of 394 beds and includes the only trauma center covering 700 square miles, a level 3 NICU, a comprehensive cancer center, a medical office building and a freestanding surgical center.

  • Developed new neurosciences institute to compliment trauma and orthopedic programs. Included recruitment of additional neurosurgical group and a neurosurgery residency affiliation.
  • Generated approximately 15% hospital EBITDA.
  • Renegotiated managed care rates obtaining up to 27% increases.
  • Initiated combined Intensivist/Hospitalist program to improve quality, efficiency, and ED call.
  • Developed new leadership team including new CNO, CMO, HRD and physician leadership.
  • Received full JCAHO accreditation and Cancer Center accreditation with commendation.
  • Recognized by United Healthcare as Cardiac Center of Excellence for both quality and efficiency.
  • Preceptor - Tenet Future Leaders Program.
  • Reduced Medicare length of stay by a day and improved quality metrics by 8-10%.

President & CEO, SAINT VINCENT HOSPITAL, Worcester, MA (2001 - 2004)

Chief Executive Officer with P&L accountability for $225 million health system including two-location 348-bed teaching hospital, a large employed faculty practice, and newly built integrated facility. Residencies included medicine, surgery, emergency, radiology, cardiology, obstetrics, etc.

  • Improved bottom line from negative to $20 million by renegotiating managed care relationships.
  • Grew admissions by 15%, outpatient visits by 31% and ED visits by 20%.
  • Improved productivity and other controllable expenses by 17%.
  • Achieved patient satisfaction scores in the top 5% and improved physician satisfaction by 10.6%
  • Recruited physicians in cardiac surgery, primary care, orthopedics, anesthesiology, and urology.
  • Developed outstanding leadership team of executives, physicians, and managers.
  • Integrated Anesthesiologists, Emergency physicians and allied health practitioners into Faculty Practice. Improved service quality and reduced hospital subsidies.
  • Developed Cardiac Surgery relationship with Tufts/NEMC which achieved top quality rankings,
  • Improved relations with nursing union resulting in successful successor agreement.
  • Renegotiated all existing managed care contracts achieving reimbursement increases of 15 - 96%
1998 - 2001

CEO/Senior Vice President

CEO, LANKENAU HOSPITAL, Wynnewood, PA  (1999 - 2001)

Senior Vice President, Main Line Health System (1998 - 2001)

Chief Executive Officer with P&L accountability for $200 million in hospital operations of large teaching hospital. Also responsible for the radiology, emergency, neurodiagnostics, outpatient, patient access, and medical records services for the 3 Main Line Health system hospitals.

  • Operationalized new Heart Center and cardiovascular facilities for Main Line Health in collaboration with medical staff. Cardiac Catheterization volume grew 15% to over 10,000 procedures annually.
  • Increased radiology volumes by 5.3%, significantly reduced appointment delays and reduced report turnaround time from almost 3 days to less than 12 hours.
  • Generated $12.3 million operational profit in FY00, over $15 million in FY01.
  • Initiated business plan to capitalize on largest heart surgery program in Philadelphia region, which generates over 1600 heart surgeries per year including new heart surgery program at Paoli Hospital.
  • Developed and implemented $87.2 million renovation project at Lankenau Hospital.
  • Reduced system wide accounts receivable by 56%.
  • In Best Hospital's for Heart by U.S.News & World Report. Named in Top 100 ICU's by Solucient.


President, PAOLI HOSPITAL FOUNDATION; Paoli, PA (1998 - 1999)

Chief Executive Officer with P&L accountability for $90 million in hospital operations. Also, respon-sible for radiology, emergency, patient access and outpatient services for the Main Line Health hospitals.

  • Increased hospital net operating income 42% above budget.
  • Initiated OB/GYN plan to increase market share and expand/improve facilities. Births increased 11%
  • Increased net outpatient revenue at Paoli Hospital by 11.5%.
  • Initiated overall strategic planning process for Paoli Hospital to capitalize on regional growth.
  • Recognized as one of the Top 100 Hospitals for Orthopedics by HCIA-Sachs.
  • Assumed system wide leadership of radiology, emergency, patient access and outpatient services.
1992 - 1997

Vice President, Product and Business Development, Executive Offices, Voorhees, NJ (1997)

P&L accountability for $100 million in product lines resulting in 7% revenue increase and 4% unit cost decrease. The largest business units were organized into "products" to facilitate strategic development.

  • Developed strategic, marketing and business plans for product lines establishing the framework for a full risk capitated managed care environment. Developed Women's/Children's strategies to increase market share. Added and integrated nephrologists as health system employees.
  • Increased ambulatory visits by 18%, surgical outpatient volume by 38%, dialysis visits by 13% and inpatient admissions by 14%. Increased home health visits by 21% as new services were initiated in behavioral and maternal health. Increased Behavioral Health revenue by 11% with large increase in outpatient visits. Negotiated contract to consolidate 3 anesthesia groups. Expanded dialysis service.
  • Reduced surgical hospital costs per case by 11%. Initiated surgical service standardization to save $530K annually. Reduced cost per OB/GYN admission by 12% through FTE efficiencies. Reduced ambulatory costs per visit by 6%. Developed Behavioral Health plan to generate new revenues, save $500K, and reduce LOS for med/surg patients with behavioral health issues.
  • Initiated Community EMS program increasing Emergency Department capture rate by 33%, with no anticipated cost to health system. Led new Surgical Center to cash break-even 6 months ahead of schedule. Reduced EMS response time to 7.3 minutes.

Administrator, STRATFORD DIVISION, Stratford, NJ (1992 - 1997)

Chief Executive Officer with P&L accountability for $80 million, 236-bed university medical center as part of 3-hospital 607-bed health system.

  • Reduced unit costs from highest to lowest in the health system, reduced $1.5 million in nurse staffing costs, and decreased length of stay by 15% in spite of intensity increases.
  • Increased inpatient market share in a declining market. Increased outpatient volume by 89% in Nuclear Medicine, 45% in Cardiology and 42% in Gastroenterology. Increased high-risk deliveries by 11.6% in declining birth market by expanding service area.
  • Reduced emergency department turnaround time by 30%. Significantly improved clinical and service outcomes in Radiology. Helped establish first emergency physician training program in area.
  • Recruited new Neonatology group saving $350K in annual costs and expanding services for high-risk infant and pediatric patients. Established unique relationship to expand Perinatology Services.
  • Reorganized management, building strong action oriented team. Strengthened administration, nursing staff, and medical staff relationships. Defeated organizing attempt by nursing union.
  • Established Teen Center focused on drug use, unprotected sex, and family dynamics.
  • Developed strong community relations program. Developed Community Advisory Board as champions for hospital. Merged two auxiliaries.
1974 - 1991



Various operations, business development and consulting positions.






Summa Cum Laude




American College of Healthcare Executives



Franklyn Jenifer