Innovating In Sustainable Building Materials: Hycrete CEO David Rosenberg (Part 3)

SM: Did any of the DOTs respond to your value proposition after the bridge collapses? DR: People have said that they have never seen a technology get traction so fast. Within a short period of time we were getting into projects with many DOTs. Most were in demonstration projects.

Innovating In Sustainable Building Materials: Hycrete CEO David Rosenberg (Part 2)

SM: When did you start Hycrete? DR: I did a six-sigma training program at Honeywell for a month and a half after my MBA and could not stand it. My grandfather passed away and at his shiva I spoke with my uncle and cousin who were also in the family business. That is when the

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Innovating In Sustainable Building Materials: Hycrete CEO David Rosenberg (Part 1)

David founded what is now Hycrete, Inc. in 2002, when he joined his family’s specialty chemical company. His family has been involved in inventing and manufacturing novel specialty chemicals for over 30 years. David still works closely with his family in both research and development and manufacturing. David is a leader in sustainable construction. SM:

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Healthcare Supply Chain Management: Medassets CEO John Bardis (Part 7)

SM: How would you adjust national policy to drive more efficiency based business versus a cost plus system? JB: We need to align the physician and the hospital so that the smartest group of people in healthcare can be aligned with care. We need to eliminate regulations which prevent hospitals from incenting their caregivers to

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Healthcare Supply Chain Management: Medassets CEO John Bardis (Part 6)

SM: What is your revenue model like for your services group? Do you charge on a flat fee basis or do you have a success based fee model? JB: It depends on what the client would like. We often take on risk in very large transactions. We call those transformationals.

Healthcare Supply Chain Management: Medassets CEO John Bardis (Part 5)

SM: Let’s talk about your actual business model. How do you get paid with your system? JB: Once we learned that medical supply utilization was a critical element of determining reimbursement for hospitals, we embarked on a process of building the nation’s most comprehensive set of tools to manage revenue cycle for US hospitals and

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Healthcare Supply Chain Management: Medassets CEO John Bardis (Part 4)

SM: After completing two acquisitions, where were you in terms of revenue and profitability? JB: At that point we were $40 million in revenue and profitability was in the $13 million range. We had to determine, since we competed with extremely large national competitors, how we changed the value proposition in order to become relevant.

Healthcare Supply Chain Management: Medassets CEO John Bardis (Part 3)

SM: Your raised $55 million from two firms and then quickly had to change course from your original investment thesis. How did the investors react to that? JB: They have been terrific. They have been involved in every major decision the corporation has made, and they remain very active on the board.