Bobby Springer
LOADING PORTFOLIO
Open to COO, VP Operations, and Transformation roles · Dallas-Fort Worth
ENTERPRISE TRANSFORMATION · PMO · OPERATIONS
KELLER, TX

Strategy into execution.
Governance that makes it stick.

25+ years setting portfolio governance and delivery discipline across a 168-hospital HCA clinical portfolio and a $500M division, where the programs delivered $24M in realized savings. Owner-operator who built a $2.4M behavioral-health platform and exited a fitness chain at 3.5x. Most recently built the enterprise PMO for a Carlyle-backed national pharmacy. MBA. PMP.

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Bobby Springer
BDS · DALLAS-FORT WORTH
2026
$0M
REALIZED SAVINGS
0
HOSPITAL PMO PORTFOLIO
$0M
PLATFORM BUILT
0x
STUDIO EXIT
THE OPERATING BELIEF

Transformation does not fail on strategy.
It fails on the discipline to say no.

Most organizations drown in a backlog of good ideas. The job is not generating more of them. It is the governance to fund the few tied to corporate goals, retire the rest without apology, and report the whole portfolio to the people who own the outcome. Build that, and delivery stops being a promise and starts being a rhythm.

PORTFOLIO DISCIPLINE
THE SIGNATURE WORK

400 requests in. 20 that mattered out.

Enterprise intake and prioritization, rebuilt on Asana with an AI-enabled scoring layer at a Carlyle-backed national pharmacy. Every request scored against four criteria, a 400-plus backlog cut by 95 percent, and only the initiatives tied to corporate goals kept alive.

ROI STRATEGIC ALIGNMENT RISK CAPACITY
Retained
Completed
Retired
0
STRATEGIC INITIATIVES RETAINED
Tied directly to corporate goals and funded to delivery.
0
ENHANCEMENTS COMPLETED
Cleared quickly once the noise was separated from the signal.
0
LOW-VALUE REQUESTS RETIRED
Closed with a rationale, not left to rot in the backlog.
ABOUT

The operator behind the portfolio.

Twenty-five years span enterprise transformation and hands-on ownership. Governance and delivery discipline came first, across a 168-hospital HCA clinical portfolio and a $500M, 12-hospital division, where performance-improvement programs drove $24M in realized savings validated at the GL sub-account level.

Then came signing the checks. Building a behavioral-health platform to $2.4M and 24 clinicians, running a three-studio fitness business to $1.7M at 30 percent margin, and exiting it at 3.5x adjusted net income.

Most recently, standing up the enterprise PMO, governance, and AI-enabled prioritization from the ground up for a Carlyle-backed national pharmacy, reporting to the C-suite, private-equity owners, and the board. The through-line stays the same: full operating ownership joined to enterprise governance that makes change stick.

Bobby Springer
Bobby Springer
MBA · PMP · KELLER, TX
PROOF

Three that show the range.

01
HCA HEALTHCARE
Performance Improvement
$24M
REALIZED, GL-VALIDATED
SELECTED WORK
Twenty-one million against a sixteen.
Against a $16M target across three hospitals, identified $21M in opportunity and drove realization of $24M in savings and revenue, validated at the GL sub-account level and reported monthly to hospital executives, leading Lean Six Sigma teams under a McKinsey-directed model.
$24M
REALIZED
$16M
TARGET
3
HOSPITALS
02
SBGA HOLDINGS
Owner and COO, Ellie Mental Health
$2.4M
BUILT FROM INCEPTION
SELECTED WORK
A behavioral-health platform, built and exited.
Owned the full P and L from inception to $2.4M in annual revenue and 24 clinicians delivering 25,263 annual visits. Held denials under 5 percent and reimbursement to 7 to 21 days through a redesigned revenue cycle, then transitioned the operation to a well-capitalized franchisee.
$2.4M
REVENUE
24
CLINICIANS
25,263
ANNUAL VISITS
03
S1 CORPORATION
Professional Services
$11B
BANK ENGAGEMENT RECOVERED
SELECTED WORK
A troubled engagement, brought back under control.
Owned the $10M delivery budget and margin for a global online-banking and CRM release across a 170-person, five-country team. Restored a troubled engagement at an $11B bank, bringing $1.5M of expanding scope back under commercial control while protecting 50 percent margin.
$10M
DELIVERY P AND L
170
FIVE-COUNTRY TEAM
50%
MARGIN HELD
CAREER

Experience.

Nov 2025 to Aug 2026
VP, Enterprise Strategy and Transformation
Tarrytown Expocare Pharmacy
Built the enterprise PMO and operating governance from the ground up for a Carlyle-backed national specialty and behavioral-health pharmacy across 36 states and 12 regional sites, prioritizing and tracking initiatives across M and A, de novo expansion, and EBITDA programs. Reported quarterly to the C-suite, private-equity owners, and the board, and led the 2025 enterprise strategic planning session. Built the automation business case for the largest operational program, projected to remove 60 positions and $3M in annual cost.
ENTERPRISE PMO
BOARD AND PE REPORTING
Jan 2022 to Apr 2026
Owner and Chief Operating Officer, Ellie Mental Health Mid-Cities
SBGA Holdings, Inc.
Owned the full P and L, building the operation from inception to $2.4M in annual revenue and 24 clinicians delivering 25,263 annual patient visits. Held claim denials under 5 percent and reimbursement cycles to 7 to 21 days by redesigning the revenue cycle and running on standardized procedures and operating KPIs, then transitioned the business to a well-capitalized multi-location franchisee.
$2.4M REVENUE
24 CLINICIANS
DENIALS UNDER 5%
Oct 2016 to Dec 2021
Owner and Operator, Club Pilates
SBGA Holdings, Inc.
Owned the P and L for three studios, scaling to $1.7M revenue at 30 percent margin with a 35-person team, each studio profitable within four months of opening, and exited the business at 3.5x adjusted net income.
3.5x EXIT
$1.7M REVENUE
Jun 2015 to May 2018
Division AVP, Strategy and Project Management, North Texas
HCA Healthcare
Drove service-line growth, patient-experience, and quality initiatives across a $500M, 12-hospital division through three operating directors, reporting to the division executive team and 15 hospital CEOs. Standardized division-wide portfolio reporting by implementing Clarity PPM, still in use today, replacing manual workflows with executive KPI dashboards and resource-capacity visibility.
$500M DIVISION
12 HOSPITALS
Oct 2013 to May 2015
Sr. Director, Project Management, Clinical Services Group
HCA Healthcare
Ran the program-management office for SVP-sponsored clinical initiatives across 168 hospitals, leading 8 senior program managers to more than 95 percent on-time completion. Delivered clinical decision-support in Epic and MEDITECH that cut inappropriate diagnostic testing by 22 percent and lifted order accuracy by 30 percent, and rolled out a trauma service line across more than 70 centers, improving throughput by 15 percent.
168 HOSPITALS
95%+ ON-TIME
Jun 2012 to Sep 2013
Site Lead Director, Performance Improvement
HCA Healthcare
Identified $21M in savings and revenue opportunities across 3 hospitals against a $16M target, then drove realization of $24M, validated at the GL sub-account level and reported monthly to hospital executives, leading Lean Six Sigma teams under a McKinsey-directed consulting model.
$24M REALIZED
GL-VALIDATED
Feb 2010 to May 2012
Director of IT, Nashville Shared Services Center
HCA Healthcare
Cut $2M in annual cost leading IT for more than 1,400 employees and delivering 21 internally built web applications, and raised help-desk throughput by 40 percent through a performance dashboard, standards, and coaching.
$2M COST CUT
1,400+ SUPPORTED
Oct 2005 to Sep 2009
Sr. Director and Director, Professional Services
S1 Corporation
Owned the $10M delivery budget and margin for a global online-banking and CRM release, run through a 170-person, five-country team. Restored a troubled engagement at an $11B bank, bringing $1.5M of expanding scope back under commercial control through an incremental SOW over a year while protecting 50 percent margin.
$10M P AND L
170-PERSON TEAM
Nov 1999 to Sep 2005
Director, Professional Services (Compliance 360) and Sr. Consultant (KPMG)
Compliance 360, Inc. and KPMG, LLP
Tripled professional-services engagement value from $5K to $15K at Compliance 360 through custom policy, workflow, and JCAHO audit-readiness implementations. Earlier, delivered strategy, process reengineering, and system selection for banks and government clients at KPMG.
3x ENGAGEMENT VALUE
CREDENTIALS

Education and certifications.

GRADUATE
MBA, Marketing and Strategy
Loyola University Chicago
CHICAGO, IL
UNDERGRADUATE
BSBA, Economics
University of Tennessee, Knoxville
KNOXVILLE, TN
CERTIFICATION
PROJECT MANAGEMENT PROFESSIONAL (PMP)
PROJECT MANAGEMENT INSTITUTE
GET IN TOUCH

Ready to build the governance that makes transformation stick?

Open to Enterprise Transformation, Enterprise Program Management and PMO, and Chief Operating Officer and VP Operations roles in healthcare, healthcare technology, and enterprise software. Based in the Dallas-Fort Worth area.

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