Stephen Rosenbaum is the CEO of Interventional Management Services, a company specializing in the development and management of single-specialty, multi-specialty and hospital joint-venture facilities. He brings more than 20 years of healthcare experience to IMS.
Mr. Rosenbaum has worked with physician-owned facilities throughout his career, with the majority of his work being for hospitals, surgery centers and physician practices. He began his career at Ernst & Young in the Carolinas Healthcare Consulting Practice before serving as vice president of finance for development at MedCath in Charlotte, N.C., where he presided over the development and opening of physician-owned specialty hospitals in Phoenix, Austin, Dayton, Albuquerque, Bakersfield and Sioux Falls.
Following MedCath, Mr. Rosenbaum helped to develop the Carolinas Surgery Center, successfully defending a highly contested Certificate of Need and spearheading the licensure and opening. With development and licensure complete, the center was acquired by Carolinas System.
After the sale of the surgery center, Mr. Rosenbaum created SourceRevenue, an independent healthcare consulting company. As the sole member of SourceRevenue, Mr. Rosenbaum assisted in the development of an 80-bed neurosurgical hospital in Chicago and a physician-owned hospital in Arlington, Texas. SourceRevenue also worked with The Bloom Organization to provide investment banking services to physician-owned ASCs throughout the country. During his 30-month relationship with Bloom, Mr. Rosenbaum was involved in more than $100 million of ASC transactions.
In 2008, Mr. Rosenbaum joined Interventional Spine and Pain Management Center and created Interventional Management Services with Robin Fowler, MD. As CEO of IMS, Mr. Rosenbaum is responsible for the day-to-day operations of 10 healthcare companies and more than $35 million in annual revenues.
In an interview with Becker's ASC Review discussing physician engagement, Mr. Rosenbaum said that physician-owners who sell a minority share of a center to a management company are able to maintain control of the center and, therefore, control of physician engagement. "At the end of the day, the physician-partners need to own enough to influence their environment," he says. "If the management company owns too much and the hospital too little then there is risk the physicians will become disengaged."
Mr. Rosenbaum has worked with physician-owned facilities throughout his career, with the majority of his work being for hospitals, surgery centers and physician practices. He began his career at Ernst & Young in the Carolinas Healthcare Consulting Practice before serving as vice president of finance for development at MedCath in Charlotte, N.C., where he presided over the development and opening of physician-owned specialty hospitals in Phoenix, Austin, Dayton, Albuquerque, Bakersfield and Sioux Falls.Following MedCath, Mr. Rosenbaum helped to develop the Carolinas Surgery Center, successfully defending a highly contested Certificate of Need and spearheading the licensure and opening. With development and licensure complete, the center was acquired by Carolinas System.
After the sale of the surgery center, Mr. Rosenbaum created SourceRevenue, an independent healthcare consulting company. As the sole member of SourceRevenue, Mr. Rosenbaum assisted in the development of an 80-bed neurosurgical hospital in Chicago and a physician-owned hospital in Arlington, Texas. SourceRevenue also worked with The Bloom Organization to provide investment banking services to physician-owned ASCs throughout the country. During his 30-month relationship with Bloom, Mr. Rosenbaum was involved in more than $100 million of ASC transactions.
In 2008, Mr. Rosenbaum joined Interventional Spine and Pain Management Center and created Interventional Management Services with Robin Fowler, MD. As CEO of IMS, Mr. Rosenbaum is responsible for the day-to-day operations of 10 healthcare companies and more than $35 million in annual revenues.
In an interview with Becker's ASC Review discussing physician engagement, Mr. Rosenbaum said that physician-owners who sell a minority share of a center to a management company are able to maintain control of the center and, therefore, control of physician engagement. "At the end of the day, the physician-partners need to own enough to influence their environment," he says. "If the management company owns too much and the hospital too little then there is risk the physicians will become disengaged."