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What are
their secrets to their success?
Their secrets are simplicity! Being yourself,
integrate with your corporate staff as well as each property unit personnel's operations. Treat people like people and
things will go smoothly as planned. Listen to your subordinates, they may aid you in doing your job right, efficient and proper. People
skills are the main ingredient for a company's success. Then, having a team of corporate veterans with a strong passion to succeed are the basics of a strong
growing organization!
I have enclosed a copy of a script from the Orange County Tribune, were Mr. Matros explains his
importance of running a business very successfully!
The next object is finance, planning, marketing on short as well
as long range goals. Fast growing companies mostly fail to meet their debt services, which I will later explain about the
rise and fall of Brock Hotels. My experience with these companies has been a tremendous asset to my portfolio of knowledge,
that I am very happy to explain on my own written notes, through the media, what we call internet. Results in a major and
very positive impact in the hotel/resort industry.Secrets I learned without any financial contribution nor loss. A major educational
experience I never would receive in any college/universities in any country. Bottom line focus is customer satisfaction and
quality operations, resulting in healthy bottom line profits. I have personally witness and participate in all fields of operations,
from property management to corporate level of decision makers, planning and execution of various projects, through all departments
of operations, including commercial realty, renovation & building extensions, franchise agreements, management agreements
for private hotel owners, aid in scouting for new construction sites, aid in (design) blue print & construction
lay-out, federal grant opportunities, city/state/county contribution, local and state wide tax breaks, legal ,loan agreements,
SEC/NY-Stock Exchange, chamber of commerce,etc. Management property level, from kitchen, restaurant, banquets, conventions,
food & beverage planning, sales & marketing, maintenance, housekeeping, rooms division, reservations, front desk,
administration, human resources and lots more.... due to my job of being appointed as part of their trouble shooting
team and being a member of their travel openings group, involved in either taking over a property or opening up one of their
new facilities. I also help project properties in feasibility studies.I have been a guest in many of their (Brock) corporate
meetings, just feeling very comfortable with very intelligent superiors. But going into the field of Health Care, is for me
a total different ball of wax, so to speak! ♥ Nah,Health Care
is to complicated, State Restricted Procedures, etc..... ♥ ♣ I guess I just
stick with my musical search to success! ♣ =================================================================== ♥Once into my music, I may think to start my own full service hotel/resort collection♥ ♦Under its own flag; Paralux Inns, Paralux Plaza Hotels and Paralux Resorts♦ →Then after multi acquisition of 20 hotel/resort properties, we'll consider franchise agreements, management
contracts and possible partnership options.←
You would really say, why have you not made it to the top? Because my passion is music and
human arts expression. My dream is to become a very famous musician/entertainer, planning to do many concerts, starting
on the European Continent. ============================================================================= My advice to most mid level management of any company,
that it is very important to hear a veteran speak his way of operating a successful company..... Please read the following
text, as explained by Mr. Rick Matros, CEO of SUN HEALTH Corporation.
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Orange County Business Journal | | Inside Sun Healthcare
By Vita Reed - 3/3/2008
Orange County Business Journal Staff
Orange County Business Journal Staff
The corporate culture at Irvine’s Sun Healthcare Group Inc.
is found in frequent-flier miles and BlackBerrys.
Executives of the operator of nursing homes, rehabilitation centers
and a medical staffing unit are spread across three time zones at the company’s headquarters in Irvine, a hub in New
Mexico and offices in Boston and Dallas.
On top of that, the company has facilities in about two dozen states.
“We have a dispersed leadership team—I guess that would be the way I’d say it,” said William
Mathies, Sun’s chief operating officer in Irvine who also runs SunBridge, the company’s largest subsidiary. “We
have to continue to reach out, involve (people), get on a plane and go meet people.”
Sun relies on travel,
meetings, phone calls, e-mails and BlackBerrys to run the company, which has yearly revenue of about $1.6 billion and a recent
market value of $650 million.
Chief Executive Richard “Rick” Matros said he runs the company based
on a decentralized culture: “I don’t like having a top-down kind of environment. So I really count on people to
do their jobs.”
The company’s executive core is in Irvine with Matros, No. 2 Mathies, Chief Financial
Officer L. Bryan Shaul, general counsel Michael Newman and Heidi Fisher, executive vice president of human resources.
In New Mexico is Chauncey Hunker, chief compliance officer and chief risk officer.
Sue Coppola, senior vice president
of clinical operations, works in Boston.
Sun came to Boston after spending $350 million last year to buy Harborside
Healthcare Corp., another nursing home operator.
Matros said he’s put together his team by looking for smart,
passionate people.
“Knowing that everybody’s always going to have different personal styles, I just
look for some basic characteristics,” he said.
Executives have to “care about how they treat other
people—we’re a very touchy feely business,” Matros said.
Company Operations
Sun runs about 215 nursing homes and other facilities in 25 states through its SunBridge Healthcare subsidiary. The
facilities treat people recovering from illness or injury or who have Alzheimer’s disease or other forms of dementia.
Some of its facilities care for mental health patients.
The company’s SunDance Rehabilitation unit offers
physical, occupational and speech therapy. The company also provides medical workers through its CareerStaff Unlimited.
Much of the interaction among the executives takes place electronically.
“Sometimes, I feel like
we’re our own children where we’re instant messaging on our BlackBerrys,” Mathies said.
He joined
Sun in 2002—on the day the company emerged from bankruptcy reorganization.
Sun filed for bankruptcy protection
in 1999, two years after the government slashed Medicare payments to nursing homes. At one time, five of the top seven nursing
home operators sought refuge in bankruptcy court.
Matros took over Sun in 2001 after leading two other bankrupt
nursing home operators to recovery.
On Mathies, Matros said, “He’s the only operator that I’ve
worked with who I trust as much as myself. I know exactly how he’s going to execute.”
Coppola, a former
Harborside executive who joined Sun in October, said she interacts with her counterparts “in a variety of ways.”
“I spend significant time on the road traveling among Albuquerque, Irvine and the other states in which we operate,”
she said. “Depending on what the topics are, it may be by teleconferencing or video, or it may be that I hop a plane
and go meet my associates in another state.”
Sun recently started videoconferencing between Irvine and Albuquerque.
“We all do take the opportunity to meet face-to-face when we’re in the same place,” Fisher of human
resources said.
Accessible CEO
Executives call Matros easily accessible.
“In terms of interacting with Rick and the executive team, (it’s) fairly informal—I walk down the
hall if he’s around,” general counsel Newman said.
Matros and other executives in Irvine are on one
floor in an office building near John Wayne Airport.
“We’re kind of catty corner. He’s on one
side and I’m on the other,” Mathies said of his proximity to Matros.
There are formal meetings, including
once a month among senior managers.
“As a senior management team, we’ve always really worked well together,”
Fisher said. “Nobody kind of runs off and does their own thing in a vacuum.”
There’s occasional
tension.
“We don’t always see things the same way,” Fisher said. “But I think we have the
kind of environment where we can talk about it and in the end we might say, ‘OK, I still don’t see it the way
you see it, but now how do we figure out how to move forward.”
The team’s biggest challenge is balancing
the varied interests of its executives, which range from day-to-day operations to dealing with government regulation.
Sun is in a highly “regulated environment, more regulated than nuclear waste,” Coppola said.
Grooming Leaders
The executives are expected to develop leaders from their own teams, Hunker
said.
“We’re grooming (other) individuals,” the chief compliance and risk offficer said. “One
of the things Rick asks us on a regular basis is, ‘Who do you see as leaders within your organization?’”
Sun has “a couple of other individuals who have tremendous operational upside,” Matros said.
He cited Coppola and Deborah Haugh, the company’s senior vice president of business development, as well as three
senior vice presidents of operations who report to Mathies.
“It’s a pretty deep bench and a number
of those individuals, I think, are capable of running businesses of their own,” Matros said.
Sun’s
team is made up of people who are relatively new to the company and those who have worked with Matros before.
Newman
has been with Sun for three years.
“My goal was to be here for about three months while Sun found a new
general counsel,” he said. “After a couple of months, I decided I liked it and wanted to stay.”
So much so, Newman drives nearly 50 miles to work from his home near Pasadena.
Fisher, 51, has a long history
with Matros. She worked with him at Santa Ana-based Bright Now Dental Inc. and Regency Health Services Inc., a Tustin nursing
home operator that Sun bought in 1997.
“Other than Chauncey (Hunker), who was already with the organization,
I was one of the first ones Rick brought over after he got here,” Fisher said.
Sun got its start in New Mexico
because founder Andrew Turner, who left the company in 2000, wanted to live there. Matros moved the headquarters here in 2003.
The executive team gets together for a yearly off-site conference and board retreats, rather than “some
fancy ski resort or golf course,” Newman said.
Spare Time
Outside the
office, the executives spend time with family and on hobbies.
Fisher, who has grown children and two grandchildren,
said she and her husband “have always been passionate about our dogs.”
They work with a rescue group
for miniature schnauzers. They’re raising a pair she describes as “our new ‘kids.’”
Fisher and her husband also started a wine club.
Hunker, a Wisconsin native with three grown sons, likes to
travel, go boating and skiing.
Mathies, a 48-year-old Newport Beach resident with two teen daughters, likes to
surf.
“Rick knows that there are some early mornings when there are waves out there that it may take a little
while before I answer the phone,” he said. THE TEAM: Richard “Rick” Matros: 54, chairman, chief executive since late 2001. From 1998
to 2000, was chief executive of Santa Ana-based Bright Now Dental Inc. From 1994 to 1997, held top posts at long-term care
operator Regency Health Services Inc. of Tustin. From 1988 to 1994, held top posts at Tustin’s Care Enterprises Inc.
Director, Bright Now Dental, Vericare. William Mathies: 48, chief operating
officer since 2006. President, SunBridge nursing home subsidiary since 2002. Also president, chief operating officer of SHG
Services Inc., holding company for services businesses since early 2006. From 1981 to 2002, held various posts at long-term
care company Beverly Enterprises Inc. Director, My InnerView Inc. L. Bryan Shaul:
63, chief financial officer, executive vice president since 2005. From 2001 to 2005, was executive vice president, CFO of
Res-Care Inc. From 1999 to 2001, was vice president, finance, vice president, mergers, acquisitions, Humana Inc. From 1997
to 1999, was CFO of Primary Health Inc. From 1994 to 1996, was senior vice president, CFO of RightChoice Managed Care Inc.
From 1971 to 1993, held various posts with Coopers & Lybrand, including partner-in-charge of West Coast insurance practice.
Susan Gwyn: 56, president of SunDance Rehabilitation Corp. subsidiary
for physical, occupational therapists, speech pathologists. Formerly senior vice president of rehabilitation services for
Harborside Healthcare Corp. Served in regional, senior-level positions for nine years at Prism Rehab Systems, a provider of
contract rehabilitation, management services. Earlier worked for a not-for-profit that provided services to pediatric, adult
patients. Michael Newman: 59, executive vice president, general counsel
since 2005. From 1983 to 2005, was partner at O’Melveny & Myers LLP. Deborah
Haugh: 46, senior vice president of business development, directs marketing for SunBridge subsidiary. Formerly was
vice president of corporate marketing, business development for six years at Genesis
Healthcare Corp. Richard Peranton: 58, president of medical staffing subsidiary CareerStaff Unlimited since
2004. From 1994 to 2001, was chief executive of Nursefinders Inc. Previously was chief executive of medical information services
company EMSI Inc. Glen Cavallo: 50, president of SolAmor Hospice subsidiary.
Before coming to Sun, helped develop Beverly Enterprises’ hospice company, oversaw its infusion therapy, home health
and private duty companies. Served in various posts in home health, hospice including overseeing private regional organizations
as well as subsidiaries of national public companies. Chauncey J. Hunker:
57, chief risk officer since late 2006, chief compliance officer since 2000. From 1996 to 2000, served as vice president of
continuous quality improvement of SunDance subsidiary. From 1995 to 1996, was clinical director of SunDance. From 1992 to
1995, was regional vice president of learning services in Madison, Wis. Sue Coppola:
45, senior vice president of resident services, SunBridge. Earlier was senior vice president of clinical operations at Harborside
Healthcare, which was acquired by Sun Healthcare in 2007. Prior to her five years at Harborside, was healthcare consulting
practice manager for PricewaterhouseCoopers. Heidi J. Fisher: 51, senior
vice president of human resources since 2002. From 1998 to 2002, was vice president of human resources of Bright Now Dental
Inc. From 1997 to 1998, was corporate director of human resources at Covenant Care Inc. From 1994 to 1997, was with Regency
Health Services Inc., most recently as senior director of human resources. From 1987 to 1994, was senior manager of human
resources with Volt Delta Resources Inc. THE TEAM: Richard “Rick” Matros:
54, chairman, chief executive since late 2001. From 1998 to 2000, was chief executive of Santa Ana-based Bright Now Dental
Inc. From 1994 to 1997, held top posts at long-term care operator Regency Health Services Inc. of Tustin. From 1988 to 1994,
held top posts at Tustin’s Care Enterprises Inc. Director, Bright Now Dental, Vericare. William
Mathies: 48, chief operating officer since 2006. President, SunBridge nursing home subsidiary since 2002. Also president,
chief operating officer of SHG Services Inc., holding company for services businesses since early 2006. From 1981 to 2002,
held various posts at long-term care company Beverly Enterprises Inc. Director, My InnerView Inc. L.
Bryan Shaul: 63, chief financial officer, executive vice president since 2005. From 2001 to 2005, was executive vice
president, CFO of Res-Care Inc. From 1999 to 2001, was vice president, finance, vice president, mergers, acquisitions, Humana
Inc. From 1997 to 1999, was CFO of Primary Health Inc. From 1994 to 1996, was senior vice president, CFO of RightChoice Managed
Care Inc. From 1971 to 1993, held various posts with Coopers & Lybrand, including partner-in-charge of West Coast insurance
practice. Susan Gwyn: 56, president of SunDance Rehabilitation Corp.
subsidiary for physical, occupational therapists, speech pathologists. Formerly senior vice president of rehabilitation services
for Harborside Healthcare Corp. Served in regional, senior-level positions for nine years at Prism Rehab Systems, a provider
of contract rehabilitation, management services. Earlier worked for a not-for-profit that provided services to pediatric,
adult patients. Michael Newman: 59, executive vice president, general
counsel since 2005. From 1983 to 2005, was partner at O’Melveny & Myers LLP. Deborah
Haugh: 46, senior vice president of business development, directs marketing for SunBridge subsidiary. Formerly was
vice president of corporate marketing, business development for six years at Genesis
Healthcare Corp. Richard Peranton: 58, president of medical staffing subsidiary CareerStaff Unlimited since
2004. From 1994 to 2001, was chief executive of Nursefinders Inc. Previously was chief executive of medical information services
company EMSI Inc. Glen Cavallo: 50, president of SolAmor Hospice subsidiary.
Before coming to Sun, helped develop Beverly Enterprises’ hospice company, oversaw its infusion therapy, home health
and private duty companies. Served in various posts in home health, hospice including overseeing private regional organizations
as well as subsidiaries of national public companies. Chauncey J. Hunker:
57, chief risk officer since late 2006, chief compliance officer since 2000. From 1996 to 2000, served as vice president of
continuous quality improvement of SunDance subsidiary. From 1995 to 1996, was clinical director of SunDance. From 1992 to
1995, was regional vice president of learning services in Madison, Wis. Sue Coppola:
45, senior vice president of resident services, SunBridge. Earlier was senior vice president of clinical operations at Harborside
Healthcare, which was acquired by Sun Healthcare in 2007. Prior to her five years at Harborside, was healthcare consulting
practice manager for PricewaterhouseCoopers. Heidi J. Fisher: 51, senior
vice president of human resources since 2002. From 1998 to 2002, was vice president of human resources of Bright Now Dental
Inc. From 1997 to 1998, was corporate director of human resources at Covenant Care Inc. From 1994 to 1997, was with Regency
Health Services Inc., most recently as senior director of human resources. From 1987 to 1994, was senior manager of human
resources with Volt Delta Resources Inc.
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We will now go into more detailed footage, divided into 3
chapters, pertaining these 3 unique individual's business tenure. We'll start with John Q. Hammons, Robert Brock,
then Rick Matros. None of them know each other, yet, they shared the same goal!
Characteristics of leadership within
a strong organization: 2008-05-25  - Integrity - The setting of high ethical
standards for oneself and others in all business dealing and interpersonal relationships: honesty.
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Leadership - The ability, through thought, word, and action, to identify and articulate organizational goals and to focus
the efforts of a large group on these goals.
- Intellectual Ability - The capacity to think
logically, analytically, and conceptually.
- Interpersonal Skills - To establish and maintain
positive/genuine relationships with associates and customers and to demonstrate effective and consistent communication.
- Maturity - The ability to exercise emotional control and self-discipline, to behave responsibly and learn from past
experience. To demonstrate stability under pressure. To make realistic commitments and follow through.
- Impact - The ability to tactfully standout in a crowd, make a favorable and lasting impression and command the attention
of a group. Professional attire and image.
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