Mr. Lothrop brings more than 25 years of experience helping provider organizations respond to the changing financial demands on hospitals by designing and implementing operational improvements. His expertise is in project management, labor management, cost of services, cost and quality, operations, physician-relationship management, organizational structure and corporate overhead improvement.

Mr. Lothrop’s notable engagements include helping a Midwest academic medical center experiencing sudden changes in margin performance due to payor mix close its operating gap through $80 million in targeted improvements: workstreams included revenue cycle, workforce, clinical documentation, supply chain and clinical performance. The engagement design included change management strategies and senior executive coaching that resulted in system redesign and business process reengineering work. The total client benefit exceeded $100 million, and workforce client financial improvement exceeded $40 million.

Previously, at a large urban academic medical center in the Midwest, Mr. Lothrop worked with the senior leadership team to right-size the organizational structure across all member hospitals, including medical directors and service-line leaders. The approach included comparing organizational structures within and outside healthcare to align various structure criteria with the needs of the client organization: the analysis identified $30+ million in organizational structure improvements, plus another $50 million in other operational improvements.

Prior to joining A&M, Mr. Lothrop spent seven years with Berkely Research Group (BRG) and Prism Healthcare, where he led the Workforce practice and advised large integrated engagements. Previously, Mr. Lothrop provided performance improvement advisory services at Huron Consulting Group and PricewaterhouseCoopers.

Mr. Lothrop earned a bachelor’s degree from the University of Massachusetts, Amherst and an MBA from Bentley College.