Gregory A. Lutz is a seasoned healthcare executive with a proven track record in executive leadership within large private and academic medical group practices. His expertise spans operations, fiscal management, marketing, strategic planning, business development, and human resource management. With extensive involvement in creating infrastructure for Accountable Care Organizations (ACOs), Gregory has demonstrated his ability to lead transformative initiatives, including the implementation of electronic health records and the roll-out of Patient Centered Medical Home (PCMH) certification.
Professional Experience:
INTRODUCTION TO SIX SIGMA/LEAN/TOTAL QUALITY MANAGEMENT
Greg was first introduced to TQM (total quality management/six sigma/lean) in 1997 by Mr. Jack Welch, CEO of GE in Milwaukee at one of GE’s plants. TQM at GE was similar to what Dr. Deming was introducing to Toyota in the 1960s. Dr Deming had tried to convince the Big Three in the Detroit manufacturing of automobiles to this concept of customer focus, continuous improvement, employee involvement and process oriented approach but they were not interested. Detroit leaders didn’t engaged Dr Deming, with these concepts, so he introduced TQM to a Japanese company-Toyota. Since 2008, the number one car maker in the world isn’t headquartered in Detroit, but in Aichi, Japan. Greg has used process improvement at each employer his entire career managing over 40 kaizen projects in health care management.
Denver Health (2019-2021) – Activation Strategist for Outpatient Medical Center:
In this interim position, Gregory demonstrated overall accountability for planning and developing the management and committee structure for an 8-story, 300,000 square foot outpatient facility. His role included commissioning, logistics, patient experience, engagement, and various other aspects crucial for a successful activation.
Reid Health System (2019-2016) – Organizational Effectiveness Career Advisor:
Gregory Lutz has played a crucial role as the Organizational Effectiveness Career Advisor at Reid Health System from 2016 to 2019, based in Richmond, IN. Managing a wide spectrum of responsibilities, Lutz created and implemented talent and organizational strategies, focusing on leadership and mentoring of emerging leaders. His three-pronged approach involved partnering with HR to conduct talent assessments based on emotional intelligence criteria for emerging leaders and those facing disruptive behavior challenges. Lutz, being embedded in the medical staff leadership office, worked diligently to reduce physician and APP burnout and led the identification, design, and implementation of key processes, policy development, programs, and technology to support organizational strategies. He also served as a mentor and coaching support for the development of soft skills, addressing sensitive and challenging situations with individual clinical leaders. Additionally, Lutz oversaw external training, executive coaching, and built and managed departmental budgets for talent outreach, consultant, and contracted vendors. His commitment to the development of a steady pipeline of emerging leaders and efforts to address turnover in healthcare leadership demonstrates his significant impact during his tenure at Reid Health System.
Signature Healthcare (2013-2015) – Vice President of Operations:
As Vice President of Operations at Signature Medical Group, Gregory led the restructuring of the revenue department, implemented customer service training, and was the executive sponsor for Lean process improvement initiatives. Under his leadership, the group achieved significant financial improvements, enhanced patient satisfaction scores, and successfully completed a major EHR upgrade.
Reading Health System (2011-2013) – Interim Executive Director/VP of Operations:
In this role, Gregory created a strategic vision to transform the medical group into a high-performing entity, exceeding customer service expectations, improving access, and reaching productivity targets. He played a key role in governance restructuring, operational improvements, and steering committee memberships for various health system initiatives.
Preferred Health Partners (2010-2011) – Interim Chief Administrative Officer:
As the Interim Chief Administrative Officer, Gregory established strategic initiatives, recruited key executives, and conducted a full operational assessment. His leadership contributed to the improvement of patient satisfaction scores, successful ICD10 billing/coding transition, and the introduction of a physician practice standards framework.
Hennepin Faculty Associates/UMN/Hennepin County Medical Center (2006-2010) – Vice President & Chief Clinic Officer:
In this role, Gregory had management accountability for the Ambulatory Care Division of a hospital-based faculty physician group practice. He successfully implemented an electronic health record system (Epic) and led the reorganization of clinic management, achieving significant improvements in patient access and operational efficiency.
Loyola University Medical Center (2000-2006) – Stritch School of Medicine, Department Administrator & Ambulatory Care Services, Practice Administrator:
Gregory held dual roles, managing the Department of Medicine and Ambulatory Care Services. He established key financial and operational indicators, created standards of practice for faculty, and led the relocation of a large multi-specialty physician practice. His achievements included exceeding financial targets and improving patient satisfaction.
Stanford University Healthcare (1996-2000) – Director –Ambulatory Care/Faculty Physician Practice:
At Lucile Salter Packard Children’s Hospital at Stanford, Gregory was administratively responsible for Ambulatory Care, Physician Outreach, and Professional Services within the Department of Pediatrics. He played a key role in expanding physician specialty sites and establishing a DYAD partnership for professional services.
Summary of Work History (1980-1996):
Throughout this period, Gregory held senior and middle management positions at various prestigious institutions, working primarily with physicians in large multi-specialty medical group practice and ambulatory settings. He also served as an adjunct faculty member in graduate health administration programs.
Community Engagement:
Gregory actively contributed to the community, serving as the President of a youth basketball program, providing financial sponsorship for college internships, offering career counseling, and participating as a motivational speaker at local high schools.
Education:
Gregory holds a Master’s in Healthcare Administration from Clark University and completed his undergraduate studies at Michigan State University in Economics, Business, and Psychology.
Professional Affiliations:
Gregory is affiliated with various professional organizations, including the American College of Medical Practice Executives, American Medical Group Association, Medical Group Management Association, and others.
Educational/Faculty Appointments:
Throughout his career, Gregory served as a faculty member at several universities, contributing to the education and development of future healthcare leaders.
In summary, Gregory A. Lutz is a highly accomplished healthcare executive with a rich history of strategic leadership, operational excellence, and a commitment to improving healthcare delivery. His diverse experience across different healthcare settings underscores his ability to drive positive change and deliver results.
Character: Gregory A. Lutz demonstrates integrity, resilience, and a commitment to community service through his roles as a healthcare executive and active contributor to various community initiatives.
Knowledge: With a Master’s in Healthcare Administration and a rich background in senior and middle management positions, Gregory possesses extensive knowledge in healthcare operations, strategic planning, and leadership.
Strategic: Gregory’s strategic leadership is evident in his roles as an Activation Strategist, Vice President of Operations, and Interim Executive Director, where he led transformative initiatives, implemented Lean process improvements, and achieved financial targets.
Communication: Gregory excels in communication, as seen in his formal presentations, committee roles, and successful engagement with diverse stakeholders, showcasing effective leadership and collaboration at all organizational levels.
