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Ronald Webb FACHE

Ron understands of the issues that health care organizations face, with over 35 years experience in the health care field. He has been CEO of hospitals in Missouri, Oklahoma, South Carolina, Louisiana, New Mexico and Montana. In each of these, his leadership focused on engagement and improvement.

He completed his undergraduate degree in Business Management with an emphasis in Personnel Management at Arkansas State University. He received both a Masters in Healthcare Administration and a Masters in Business Administration from the University of Missouri.

Ron has long held a passion for improving quality and the patient experience. He led St. Eugene Medical Center to become the first hospital in the state to receive the South Carolina Quality Award, based on the Malcolm Baldrige Quality Criteria.

With a strong commitment to his community, Ron has served on numerous boards including hospital associations in multiple states, Vice-Chair of the Governor’s Council on Workforce and Economic Development, Chair of the Oklahoma Healthcare Workforce Council, Chambers of Commerce, and numerous civic clubs. In addition, Ron is an Eagle Scout and has been involved in Scouting much of his life.

He has won several awards including Senior Executive Leadership Award from the American College of Healthcare Executives, and the Advocacy in Action Award from the American Hospital Association.

Ron lives with his wife of over 30 years in Missouri. He loves fishing, though he does more “fishing” than “catching”.

*FACHE (Fellow of the American College of Healthcare Executives)

Email Joe

Joseph M. Tasse FACHE

Joe is currently consulting with Custom Learning Services, in assisting healthcare care providers with improving patient and client satisfaction, employee engagement, HCAHPS scores, and LEAN process improvement.

He is also the immediate past President of the Ambulatory Network for the St. John Providence Health System in southeast Michigan, a ministry of Ascension Health. He served previously as the president of 535–bed St. John Macomb-Oakland Hospital that was formed with the merger of two hospitals in Warren and Madison Heights, Michigan – a merger that he led as the hospital president.

Previously, he served as Chief Administrative Officer of Oakwood Hospital and Medical Center, a 615-bed community teaching hospital located in Dearborn, Michigan, and prior to that position, he was Sr. Associate Administrator of Clinical and Professional Services at the 615-bed University of Cincinnati Hospital.

Mr. Tasse received his bachelor’s degree in Finance from John Carroll University and his master’s degree in Business Administration from The Johnson School at Cornell University where he simultaneously completed the requirements for a certificate in Hospital and Health Services Administration from the Sloan Program in Health Administration. He also completed a management fellowship program at New York University on a grant from the Pew Charitable Trusts in conjunction with the National Association of Public Hospitals.

He is a Fellow in the American College of Healthcare Executives (ACHE), an international professional society of over 40,000 healthcare executives and is a past ACHE Regent for the state of Michigan, an elected position for which he served over one thousand ACHE members in Michigan on the national Council of Regents. His current involvement is in working with students and emerging healthcare leaders.

Email Mark

Mark Brodeur FACHE

In his role as an Executive Coach with Custom Learning Systems, Mark assists healthcare clients improve their organization’s culture, patient satisfaction and operational metrics including Length of Stay and ED throughput.

Mark brings over 35 years of experience in hospital management to his role at Custom Learning Systems. Through his background and knowledge base, Mark is able to address the real world issues faced by clients trying to improve operational performance and culture development. He has 22 years experience as a hospital CEO in for-pro t and not-for-pro t settings. He has a track record of making signi cant improvements to those hospitals by strengthening their nancial performance, growing services and redeveloping a mission driven culture. He has also previously served as a consultant assisting hospitals achieve signi cant cultural and nancial improvement.

Mark earned his Masters in Healthcare Administration from St. Louis University. His hospitals have been recognized by the National Quality Healthcare Award, Foster-Mcgaw Award, and 5 Star ratings from HealthGrades. He earned the prestigious Founder’s Award from Custom Learning Systems in 2006, while he was the CEO at a client hospital.

*FACHE (Fellow of the American College of Healthcare Executives)

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Albert Pilkington, III FACHE

As an Executive Coach for Custom Learning Systems, Albert appreciates the daunting task of trying to understand the “how to” of fully embracing the Service Excellence Initiative. Having led three successful implementations as a CEO at three separate hospitals, he understands that every situation has some uniqueness for leaders.

As a second-generation healthcare CEO, leading the change in healthcare has become a lifetime experience. In his 30 years of experience, he has been able to lead six financial turnarounds; of those, the most successful was implementing the Custom Learning Systems process into the organization. “It is easy to be grounded in financial management and correcting the fundamental metrics of the organization, but the true art of leadership is when you change the culture.”

Albert is an Arkansas native with a degree in Business and an MBA from the University of Arkansas. He has lived from West Virginia to Washington (including a short stint as a CEO in China). He was awarded the Young Administrator of the Year award as a thirty-year old CEO, as well as several awards for marketing over the years. He also has the distinction of being the recipient of the 2015 Inspiring Administrator of the Year Summit Award at the HealthCare Service Excellence Conference.

By empowering the leadership of hospital teams, he has led his facilities to multiple awards through the dedicated efforts of managers. He has developed proficiency at ER turnarounds, physician recruitment, start-up operations and other revenue building exercises. Through his direct experience as a client, culture is everything, and Custom Learning Systems has proven to be the quickest way to build the structure of excellent culture and operations.

*FACHE (Fellow of the American College of Healthcare Executives)