Marcy McKey, J.D.

20+ years healthcare experience: c-level positions, consulting, mostly outpatient, practice optimization, compliance, JD, privacy, merger & acquisition, operations, EHR implementation, practice integration, governance, value based care, attorney, malpractice, workflow, lean six sigma

Chief Compliance Officer & Chief Operations Officer at Rebound Orthopedics & Neurosurgeons (2025-01 – Present)

Rebound is a multi-specialty ortho, neuro, physiatry, sports medicine, and physical therapy practice. I provided oversight of compliance, risk, and all outpatient operations performed by 250 staff.

• Clinic Operations
• Prior Authorizations
• Referrals, Scheduling & Call Ctr
• Compliance, Quality, Privacy, Malpractice & Risk
• Denials
• Medical Records
• Payer Mix
• OP Total Joint Program

Owner & Independent Healthcare Consultant at Second Sight Strategies, LLC (2021-01 – 2025-12)

I have supported numerous healthcare clients as an independent consultant since 2021. Here are some of the roles and work I've led:

• Value Based Care Strategic Plan
• Perioperative Services Optimization
• RN Staffing Model
• Surgical Practice Opening & Payout Contracting
• Clinically Integrated Network Optimization
• Chief of Staff to CIO
• New Service Line Business Modelling

Fractional Chief Compliance Officer & Privacy Officer at The Corvallis Clinic Physicians & Surgeons (2022-01 – 2024-12)

The Corvallis Clinic Physicians and Surgeons was a 100 provider multi-specialty privately held medical practice. As their compliance officer I was focused on these things:

• Legal and regulatory compliance
• Privacy
• Peer Review Committee
• Board of Directors
• Malpractice oversight
• Risk Management

Fractional Chief Merger & Acquisition Officer at The Corvallis Clinic Physicians & Surgeons (2022-01 – 2024-12)

Shortly after my hire as CCO, we began a journey towards a merger and acquisition. In addition to compliance, I supported the Board of Directors, leaders, and providers through all phases of the deal.

• Selection of deal partner
• Due diligence
• Provider employment contracts
• Schedule of disclosures
• Deal review & negotiations
• Oregon HCMO review

Director of Strategy Planning, Nike Marketplace Operations at Nike (2018-01 – 2022-12)

In this role, I led the annual cycle of strategy planning for the Asia, Pacific, and Latin America geography to support $8 billion in annual revenue. I also led a team of Capability Managers and consultants.

• 3-yr strategic plan development
• Annual operating planning
• Facilitation of strategy workshops
• Capability SMEs
• Portfolio development
• Run the Plan, Work the Plan

Interim Director of Specialty Care Operations and Hospitalists at Salem Health Hospitals & Clinics (2018-01 – 2018-12)

I was responsible for the day-to-day operations of the following medical group specialties: Palliative Care, Pain Clinic, Cardiovascular, Neurology, Women's & Children's, Surgery (General/Trauma/Acute, CT, Thoracic, Vascular), and Hospitalists.

• Day-to-day clinic operations
• Rounding
• Lean culture & strategy planning
• Dyad leadership model
• Space planning
• Cost control

Chief Operations Officer at Propel Health, Oregon Accountable Care Org. (2017-01 – 2018-12)

Before business closure, Propel Health was the strategy firm responsible for delivering the partnership strategy of a CIN (clinically integrated network) comprised of six Oregon health systems and one insurer. The shared contracting spanned a CMS Medicare Shared Saving Program, Medicare Advantage contract, Oregon Employee Benefits Board contract and Unified Employee Sponsored Health Plan.

• Day-to-day operations
• Quality performance
• Claims data & reporting
• Care advisory services
• Board of Directors
• Governance
• Value based care contracting
• Population health, 90,000 lives

Interim Director of Specialty Care Operations at Albertina Kerr – Children's Developmental Health Services (2016-01 – 2017-12)

Before business closure, I was the boots on the ground operational leader and turnaround strategy advisor for this specialty practice comprised of 20 clinicians and their support staff. This included Developmental Behavioral Pediatrics, Psychology, Occupational Therapy, Speech therapy, Behavioral and Mental Health, and Care Coordination.

• Day-to-day operations
• Financial model
• Provider productivity model
• Case rate contract performance
• Practice optimization
• Revenue cycle optimization
• Regulatory wind down & closure
• Board of Directors

Senior Director of Customer Service Strategy & Operations at The Standard Insurance Company (2013-01 – 2016-12)

As the strategy leader, aka "Chief of Staff" for this division, I facilitated and/or managed their technology roadmaps, capital funding, annual project portfolio, $29M operating budget, and key performance metrics and scorecards. In this role I also led day-to-day operations of these functions and teams: Small Business Proposals, Continued Benefits, Quality Assurance, Project Management, Process Engineering, Business Systems Analysis, Claims Reporting, and Customer Experience.

Director EHR Compliance, Change Mgmt, Workflow & Implementations at PeaceHealth (2009-01 – 2013-12)

Reporting to the CIO and dotted line to the CMIO, I directed resources supporting PeaceHealth's $77m ambulatory Epic implementation across 3 states and 7 cities. The resources reporting to me were Managers of Change & Implementation, Workflow Program Managers, and Super Users.

• Change Mgmt. Strategic Plan
• Technology "validation"
• Provider engagement
• Councils (Provider and Operations)
• Workflow design
• Policy development
• Compliance across the workflow
• Regional implementation coordination & at-the-elbow

Senior Director of Medical Group Integration & Optimization at PeaceHealth (2009-01 – 2013-12)

• Organizational & leader integration
• Coding & charge capture
• Workflow standardization
• Uniform provider compensation
• Uniform financial measures Revenue cycle optimization
• Governance: centralized clinical councils
• Technology audits

Lean Six Sigma Black Belt at General Electric Healthcare (2001-01 – 2006-12)

Development of hospital lean six sigma culture, methodology, resources and tools across numerous inpatient departments including perioperative services, imaging, supply chain, lab and medical records.

Manager, Legal Department at General Electric Healthcare (2001-01 – 2006-12)

Litigation Attorney at Washington County District Attorney's Office (1995-01 – 2000-12)

Litigation attorney in over 100 jury trials.

JD