Geoff Trafford

Experience

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  Weymin Resources and Weymin

  Jan 2003 - Jan 2004

  Director/President Weymin Resources and Weymin
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  Foremed Clinics Inc.

  Jan 2005 - Jan 2010

  President/ Partner

  Instrumental in the creation of full-service patient-centric healthcare model created under a fee for service funding. Built and managed 6 medical clinics and one wellness centre across BC | 30 physicians | Report to Board of Directors ⇨ Led team to build medical clinic from the strategic plan, startup to all aspects of operations, financing, management, staffing, marketing, system design, technology, contracting, and legal compliance.⇨ Designed and introduced new central medical record system that improved the delivery of service. ⇨Centralized billing, accounting, phone systems, and shared database that resulted in creating a profitable business.⇨ Met and exceeded all revenue goals by 12% and sold business in 2010 to larger organizations. Show less

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  Bonaventure Resources

  Jan 2006 - Jan 2008

  • Director

    Jan 2006 - Jan 2008

  • Director

    Jan 2006 - Jan 2008
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  Strategic Growth Systems

  Jan 2008 - Jan 2009

  Founder/Partner
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  Geoliss Enterprises Inc.

  Jan 2011 - now

  President

  Ongoing consulting business focused on healthcare industry, consulting with owners, and national health care brands on the acquisition, sales, operational planning, and execution on both sides of M & A transactions in the Greater Vancouver region and Vancouver Island health care centres. ⇨ Guide and advise local operations on recruiting professional staff, designing and managing clinics from start-up to operational profitability.⇨ Contracted and successfully assisted in building and operationalizing 4 clinics located in Burnaby, Surrey, and Nanaimo. Show less

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  Mid Main Community Health Centre

  Jan 2014 - Jul 2016

  Business Manager

  Offers multi-disciplinary health services under one roof. | Facility 6,000 Sq. ft. | Manage 15 employees Physicians, Nurse Practitioner, Pharmacist, Support Staff | Reports to Executive Director ⇨ Contracted to create business plan to transition organization’s medical model from a sessional rate to a fully integrated fee for service practise when Ministry of Health notified the organisation of impending funding model change.⇨ Received board approval to oversee all operational aspects and implementation of new model, supporting Executive Director, and guiding staff through process. We achieved successful implementation 9 months ahead of schedule. ⇨ Introduced new technology to medical department creating efficiency with cost sharing of technology between departments saving $40,000 per year. Improved efficiency and attracted new staff and support. ⇨ Created strong leadership on the front desk creating a welcoming inclusive environment for patients and staff. Show less

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  Reach Community Health Services

  Jan 2016 - Feb 2018

  Executive Director

  Holistic comprehensive health care, dental care, social and educational service supporting Grandview-Woodlands community directly serving approximately 10,000 people in a catchment of 50,000| Facility 17,000 Sq. ft.| 55 employees 5 departments administration, (accounting, building management), community outreach, medical centre, dental and pharmacy | Report to Board of Directors | Revenue 6M.Leadership⇨ Designed new business model including workflow hierarchy of authority, defining new protocol team-based care roles, maximizing resources, with the objective of increasing revenues and improving management staff relations.⇨ Worked in partnership with the Board of Directors to sustain the current service model. We developed new funding and operating models for the organisation.⇨ Prepared financial information, annual budgets, monthly financial statements to Board of Directors in a timely manner.⇨We secured funding relationships for completion of an $8.5M building renovation that was in jeopardy of failure and oversaw completion of a renovation.⇨ Identified several revenue-generating business units, and assisted with development.Operational ⇨ Set operational goals and grew revenue streams within 1.5 years for dental by defining and building a mixture of paying and subsidized dental patients. Oversaw 40% increase in pharmacy revenues. ⇨ Increased new patients to the centre through active marketing, attending community events, supporting health authority goals, and community outreach to indigenous populations, including youth, a historically underserved group.⇨ Reversed staff exodus by changing corporate culture, new service model and revised management employee channels of communication. Show less