Dan Lubrecht, MHSA 

(513) 703-1829 | Cincinnati, Ohio | dan@danlubrecht.com | www.linkedin/in/danlubrecht 

Executive Summary 

I’ve spent my career helping teams and organizations get better—faster, smarter, and more focused on what matters. Whether it’s rethinking a process, fixing what’s broken, or building something new from the ground up, I bring both hands-on experience and big-picture thinking. My background blends operations, analytics, and leadership, shaped by a Master’s in Health Services Administration and grounded in Lean Six Sigma principles. I’ve led large-scale change efforts, improved how teams work, and helped companies grow in ways that last. At the heart of it, I care deeply about people—staff, patients, partners—and believe real improvement happens when you combine data with empathy and action. 

Areas of Expertise 

Strategy | Operations | Performance Improvement | Human Capital Management | Data-Driven Decision Making |  

Innovation & Solution Design | Executive Leadership | Customer & Employee Advocacy | Technology Integration 

Professional Experience  

VITAS Healthcare, Cincinnati, OH 
National Vice President, Admissions | June 2016 – Present 
Senior General Manager | January 2016 – May 2018 
Directed national admissions operations, workforce strategy, analytics, compliance, and quality improvement across 56 hospice programs and 700+ team members. Championed scalable innovations and system-level transformation to improve access, efficiency, and growth. 

  • Optimized referral management processes for 100,000+ annual referrals, launching a redesigned admissions model to improve responsiveness and conversion. 

  • Created and scaled national training programs (“Admissions Universities”) across five distinct roles, supporting consistent development of 600+ employees per year. 

  • Introduced a national variable compensation strategy, redesigned management infrastructure, and launched a digital admissions system to streamline operations. 

  • Strengthened collaboration across sales and clinical functions using data-driven insights to improve access to care and patient onboarding timelines. 

  • Oversaw all aspects of regional operations in Cincinnati and Dayton markets, managing a $27M budget and leading a team of over 400 staff. 

  • Increased hospice census by 27% in one year through market development, efficiency gains, and cultural transformation. 

  • Managed over 400 provider contracts and led strategic initiatives spanning quality, technology, community outreach, and workforce performance. 

Best Point Behavioral Health, Cincinnati, OH 

Director, Medical Services | August 2014 – December 2016 
Led operational transformation across financial, clinical, and quality domains—driving measurable improvements through strategic redesign, innovation, and leadership of a multidisciplinary team. 

  • Achieved significant cost savings by transitioning from contracted physicians to nurse practitioners within the first six months. 

  • Introduced an advanced triage model using psychiatric NPs, resulting in a 13% increase in referrals and more standardized evaluations. 

  • Oversaw EMR system redesign and training, restoring baseline productivity levels in under six months.  

  • Developed and executed initiatives to improve care quality, access, and long-term clinical performance.

Optivus Solutions Group, Dayton, OH 

Healthcare Consultant | October 2013 – August 2014 
Worked alongside health systems to implement Lean-based strategies targeting operational and supply chain efficiency. Delivered measurable value by guiding project scoping, stakeholder engagement, and implementation planning. 

  • Designed and presented cost-reduction initiatives using real-world case studies and customized proposals. 

  • Authored detailed RFP responses that aligned client priorities with operational best practices and vendor capabilities. 

TriHealth Corporate Health, Cincinnati, OH 

Director, Operations | November 2012 – November 2013 
Managed system-wide operations for occupational health, wellness, diabetes education, and executive health across 34 onsite clinic locations. 

  • Standardized nursing protocols and workflows, reducing process variation and improving reliability across occupational health services. 

  • Turned around a loss-generating diabetes education program, generating profit within six months. 

  • Oversaw selection and implementation planning for the division’s EHR system. 

  • Achieved a 98.8% influenza vaccination rate among employees—exceeding national benchmarks. 

James A. Haley Veterans’ Hospital, Tampa, FL 

Administrative Officer, SCI Division | November 2010 – November 2012 
Administrative Fellow, Office of the Director | July 2009 – July 2011 
Held progressive leadership roles at one of the nation’s largest VA hospitals, overseeing clinical operations, strategic planning, and multi-site care coordination. Managed key programs across spinal cord injury, ALS, and home-based care settings, while also leading capital projects and system-wide improvement initiatives at the executive level. 

  • Directed operations for a 100-bed SCI unit, including ventilator support, rehab, outpatient clinics, home care, and hospital-at-home services. 

  • Led the regional ALS program, supporting complex care needs across end-of-life, mobility, and equipment services. 

  • Delivered $18M in cost avoidance by redesigning workforce models and staffing strategy across interdisciplinary teams. 

  • Overhauled the patient advocacy process, producing $360K in annual savings through streamlined workflows. 

  • Managed design and relocation of the ventilator unit, ensuring uninterrupted care and safety during transition. 

  • Supported hub-and-spoke operations across VISN-wide SCI programs, including telehealth coordination and specialty consultation. 

  • Co-led Lean Six Sigma initiatives in partnership with VISN leadership, driving process improvements across multiple departments. 

  • Co-chaired the Strategic Planning Board, aligning long-term goals with operational priorities and capital planning. 

  • Created a system to track 97+ active projects hospital-wide, improving transparency and execution timelines. 

  • Led cross-functional capital planning teams to enhance facility upgrades and optimize space utilization. 

The Health Alliance of Greater Cincinnati, Cincinnati, OH 

Director, Projects | March 2008 – June 2009 
Oversaw enterprise-wide initiatives across hospitals and physician networks—bridging operational strategy, IT deployment, and infrastructure development. 

  • Managed multi-site projects including ambulatory center feasibility studies, administrative relocations, and EMR implementations. 

  • Led contract and vendor optimization efforts across marketing and support services to improve ROI and operational performance. 

 

Lubrecht Personal Health 

Owner/Operator   
Delivered personalized training, sports nutrition guidance, and assisted stretching services to clients in both home and gym settings. 

Lubrecht’s Landscaping  

Co-owner/Director of Operations 
Led end-to-end landscape operations—managing crews, driving sales, overseeing installations, coordinating purchasing, and developing training programs. 

Education 

Master of Health Services Administration: Xavier University, Cincinnati, OH 

Bachelor of Arts in Liberal Studies: College of Mount Saint Joseph, Cincinnati, OH 

Lean Six Sigma Black Belt: Villanova University, Tampa, FL 

Innovation Engineering BLUE Belt: Eureka Ranch, Cincinnati, OH