Joe Lupica is a veteran healthcare industry advisor. During his career, he has served a variety of nonprofit, corporate and public-sector clients as an investment banker, attorney and development officer, providing capital formation, governance advice, and affiliation services.
Mr. Lupica pioneered an award-winning community collaboration model to build consensus when not-for-profit or public-sector hospital leaders consider community objectives and evaluate options. In dozens of projects, his teams have produced innovative alignment structures for the transformation of hospitals and healthcare networks. He has also provided guidance to help local hospital leaders stand firm against mergers that would not advance their institutions or the communities they serve.
For seven years prior to joining Newpoint, Joe was President of Stroudwater Capital. Mr. Lupica was also as a Regional Vice President for one of the nation’s largest hospital systems. During his Wall Street career, Joe Lupica was a senior officer of Kidder, Peabody & Co., where he served as a member of the firm’s Operating Committee, Vice Chairman of KP Global Markets, President of Kidder Peabody China, and SVP – Corporate Business Development. Prior to joining Kidder, he was Vice President and Executive Director of Corporate Finance at Goldman, Sachs and partner in a major Connecticut law firm, where he was a leading bankruptcy attorney and business litigator.
Mr. Lupica served in the Reagan White House as Special Assistant for Intergovernmental Affairs, and served a cabinet officer as Special Assistant to the Secretary of Housing and Urban Development. During his federal service – as now – he has focused on local and regional issues faced by community officials and the people they serve.
Joe is a nationally recognized commentator and speaker on healthcare issues. He has lectured and led seminars on healthcare and strategy at the Fortune 500 Global CEO Conference, the American College of Healthcare Executives, the New England Society of Healthcare Strategy, Yale School of Public Health, Cornell Law School, Thunderbird Graduate School of International Management, Becker’s Annual Conferences, Arizona State University, and UCLA’s Anderson School of Management. He has been named a Visiting Scholar by the University of Iowa. Mr. Lupica earned his JD and BA, cum laude, from Cornell University.
To book healthcare, business strategy, and mergers and acquisitions speaker Joe Lupica call Executive Speakers Bureau at 901-754-9404.
Beating the Odds: Controlling Risk in a Decision to Affiliate or to Go it Alone
In some ways, decisions on affiliation strategy come down to assessing the risk. Some hospitals and health systems are rushing into the arms of larger systems in an effort to strengthen their position for the future. Are they running from operating risks only to assume new risks inherent with a new partner? Are they racing toward excellence? Or both?
As they assess the odds, hospital leaders can choose among a wide spectrum of relationships, not simply make a painful binary choice between “full independence” or “full loss of independence.” Where your institution lands on that spectrum is your call, and your assessment and management of risk can determine the smoothest landing spot. Options are optional: You can make the choice or reject them all.
This session will explore best practices for hospital and system trustees to determine what level of independence, or interdependence on that spectrum of affiliation structures will help their organization thrive. It will also address practical tools to manage the risk of each choice. Using case studies and facilitation skills gathered over years of working with hospitals and systems throughout the West and across the country, the presenter will stimulate a discussion among the attending trustees on the following topics:
- The characteristics of various stops along the Spectrum of Affiliations
- How trustees can determine the appropriate level of affiliation, if any, for their institution’s future
- Approaches to examining the uncertainty of various options
- Managing the inherent risk in any transaction, including the “partner risk” of an affiliation
- Ways to build community consensus around the hospital’s goals and course of action.
5 Key Questions for Healthcare Executives Considering a Transaction
Several commentators and consultants to the healthcare sector have asserted that the days of the freestanding community hospital are coming to a close.
Can these fashionable doomsday predictions prompt executives, elected officials, and trustees of community hospitals to rush headlong into a transaction that may not be in the best interests of their facility or their community?
Mr. Lupica’s interactive discussion will engage the audience in an exploration of decision tools that healthcare fiduciaries can employ when considering, or resisting the pressure to enter, an affiliation or merger. The topic is organized under the 5 questions: "What, Why, When, How . . . and, only then, Who?"
His remarks will:
- Challenge the conventional wisdom that all independent hospitals must eventually join or sell out to a hospital system or large competitor
- Offer cautious approaches for examining options when hospital fiduciaries decide that's the right action for their institution
- Present case studies illustrating how to engage and build consensus with community stakeholders in a sincere discussion of their goals for the hospital.
Mr. Lupica’s talk will reflect his experiences in taking highly visible community institutions through rational conversations on options, after which his clients decided either to remain independent or to custom-build an affiliation model that allowed their hospital to reach its goals without abandoning local control of its destiny.
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