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.

Healthcare Supply Chain Management: Medassets CEO John Bardis (Part 2)

SM: How did you respond when your initial MedAssets business model did not work as well as you had hoped? JB: I was presented with an opportunity to acquire InSource Health Services, which was a small group purchasing organization formerly known as the Southern California Group Purchasing Services. That was in August of 1999.

Healthcare Supply Chain Management: Medassets CEO John Bardis (Part 1)

John Bardis is the chairman, president and CEO of MedAssets. He has over 23 years’ experience in the healthcare industry and has held various senior management positions with companies such as Baxter, Kinetic Concepts, and Theratx. He has also served as a member of the Advisory Board for High Bar Capital. SM: Let’s start with

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Toward Zero-Energy Buildings: Kevin Surace, Serious Materials (Part 7)

SM: How did you fix your sales issues after you fired your first VP of Sales? KS: I went and got a new VP from the semiconductor industry. She had built $300 million businesses and knew solution sales.

Toward Zero-Energy Buildings: Kevin Surace, Serious Materials (Part 6)

SM: How do you view Serious Materials in the cleantech space? KS: Going forward, cleantech probably means a lot more building energy savings than it does solar, wind, and bio fuels. That is because the cost of carbon mitigation is a positive cost with all the supply-side dynamics.

Toward Zero-Energy Buildings: Kevin Surace, Serious Materials (Part 5)

SM: How long were you at Perfect.com? KS: I did that for three years and left in 2002. I enjoyed every bit of it. We did several acquisitions and then decided to do a merger of equals with a company called eScout, with the headquarters moving to Kansas City. I left the company at that

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