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Rex James Burgdorfer

Rex James Burgdorfer

Chicago-Based Finance Professional Rex James Burgdorfer

Chicago United States (Illinois)
Employed Available
Rex James Burgdorfer brings more than 10 years of experience to his position as the vice president of Juniper Advisory, an investment banking firm that works extensively with clients in the healthcare industry. In this position, he is responsible for assisting clients with merger and acquisition processes. In addition, he is the author of over 15 research periodicals and regularly speaks on the subject of mergers and acquisitions at industry events.

Rex James Burgdorfer is a finance professional based in Chicago, Illinois. After graduating from the University of Wisconsin with a bachelor of science degree in finance, Rex Burgdorfer earned his MBA from Northwestern.

Prior to his employment with Juniper Advisory, Mr. Burgdorfer worked for New York based Morgan Stanley as an associate. He began his career as an institutional sales analyst for Morningstar.

When not working, he enjoys spending time with his wife and young family in Evanston, IL, investing in Chicago's growing entrepreneurial community, and staying active by pursuing outdoor sports like cycling and skiing.
Resume created on DoYouBuzz
Rex James Burgdorfer rexjamesburgdorfer.blogspot.com
PA Hospital with Minority Owner Joins New Regional Partner - News from Juniper’s Rex Burgdorfer
11 Jun 2019
The Huntingdon, PA-based J.C. Blair Health System has officially joined Penn Highlands Healthcare, effective June 1. J.C. Blair Memorial Hospital, a 71-bed, non-profit community hospital, is now known as Penn Highlands Huntingdon, making it the fifth hospital in the Penn Highlands Healthcare system. Juniper advised J.C. Blair on the transaction.

Juniper designed for J.C. Blair an effective and efficient process tailored for its complex circumstances that achieved the key partnership objectives set forth by the Board of Directors:

• Protect and expand high-quality acute care services and jobs in the community

• Preserve a meaningful local role in the hospital’s governance

Juniper specifically tailored the partnership process to address J.C. Blair’s unique ownership structure, given that a separate, large regional health system owned a minority interest in the hospital. The transaction included concurrent negotiations with the minority owner to ensure J.C. Blair’s full membership interest was conveyed to Penn Highlands Healthcare, meeting the needs of the hospital and all constituents involved in the transaction.

“This affiliation represents an exciting new chapter in our growth,” said Steven M. Fontaine, Chief Executive Officer of Penn Highlands Healthcare in a press release. “Just like our other hospitals, J.C. Blair is deeply rooted in its community and is known for providing high-quality care to patients close to home. Now, through our partnership, we will not only continue to provide the services residents of Huntingdon County and surrounding communities have come to depend on, but we also will bring access to the advanced care and treatments available through Penn Highlands Healthcare.”

The boards of directors of both Penn Highlands Healthcare and J.C. Blair signed a letter of intent in October 2018 that paved the way for this affiliation. After rigorous due diligence, research and discussion, a definitive agreement was signed and received official regulatory review and approval.

“As Penn Highlands Huntingdon, we will continue in the spirit of our founder, Kate Fisher Blair, and her husband, John Chalmers Blair, our tradition of providing the highest standard of health care to the residents of Huntingdon County and surrounding communities,” said J.C. Blair Board Chairman Fred Price in the release. “We look forward to maintaining and expanding our key programs and services, attracting and retaining high quality physicians in a wide range of specialties, and preserving jobs in the county. Penn Highlands is a good fit for our organization and community.”

“This affiliation will provide a great opportunity for J.C. Blair to build upon its strength as a leader in health care services while also maintaining our role as a major employer in the county,” remarked J.C. Blair President and CEO Joe Myers. “An affiliation with Penn Highlands will create a sustainable model for our local hospital as well as bring additional resources and expertise to Huntingdon County.”

According to Dick Pfingstler, Chairman of the Penn Highlands Healthcare Board, the affiliation of J.C. Blair will expand the geographic footprint of Penn Highlands Healthcare while strengthening its ability to recruit providers and further grow many of its specialty services.


“We are thrilled to strengthen our organization through the addition of Penn Highlands Huntingdon,” Pfingstler was quoted as saying. “Creating even more health care access and delivery throughout our region aligns perfectly with our longstanding mission to serve our communities.”

http://www.juniperadvisory.com/pa-hospital-joins-regional-health-system-navigating-minority-owners-stake/

Juniper Advisory is the only independent investment banking firm working exclusively with hospitals and health systems. Based in Chicago, the firm offers a wide array of strategic and financial services for healthcare organizations. Rex Burgdorfer and James Burgdorfer)  



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Santa Clara County Succeeds in Securing the Future of Endangered Local Hospitals - Rex James Burgdorfer News
11 Jun 2019
http://www.juniperadvisory.com/santa-clara-county-succeeds-in-securing-the-future-of-endangered-local-hospitals/

The County of Santa Clara (Calif.) assumed responsibility for the operation of O’Connor Hospital in San José, St. Louise Regional Hospital in Gilroy, and De Paul Health Center in Morgan Hill on March 1, 2019. This transaction advances the County Board of Supervisors’ strategic goal to grow the size and scope of the County’s public healthcare delivery system. Juniper Advisory advised Santa Clara County on this transaction.
The two hospitals and health center were acquired from Verity Health, a health system that filed for Chapter 11 protection in late August 2018, triggering the potential sale of all six of its hospitals and other related assets in California. The County purchased the three Verity Health facilities located in Santa Clara County for $235 million.
“We are excited to bring these community hospitals into our health system as we expand and enhance the high-quality care that so many Santa Clara County residents have come to rely on,” said County Executive Jeffrey V. Smith, M.D., J.D. “Our new partners share our mission, values, and passion to serve. We expect O’Connor and Saint Louise hospitals and De Paul Health Center to continue the phenomenal work they have already been doing in their communities.” Research studies often lead to such bountiful results and also enchance the quality of work they can provide to the customers. Hence, to help in the proliferation of such medical centres in areas which need the most attention, are companies like PharmaSeek.com, who shift the burden of these research companies onto themselves by taking up all the administrative tasks.
The County of Santa Clara will invest in new technology and infrastructure at the newly acquired facilities, expand and augment current medical and hospital services, and be better positioned to offer the County’s extensive and integrated health services to all residents of Santa Clara County.
“This acquisition is truly a win-win for the community. It prevents the closure of two critically important hospitals and ensures continued access to medical services for those who need it, regardless of ability to pay,” said Supervisor Joe Simitian, President of the County of Santa Clara Board of Supervisors.
Per the agreement with Verity for the purchase of the 358-bed O’Connor Hospital, the 93-bed Saint Louise Regional Hospital, and the De Paul Health Center, the County has made assurances to continue operating the facilities with a focus on providing high-quality care and services, as well as improving the health of the community. The County will also institute its financial assistance programs at the new facilities to ensure that the most underserved in the community have greater access to high-quality care.
The hospitals, their staff and physicians all share the County’s mission to provide high-quality, compassionate and accessible healthcare. As a public hospital system, the County provides care to all people living in Santa Clara County, and this acquisition will support the County’s ability to serve even more residents in the community.
“We have worked hard over the past few months to lay the foundation for transitioning these new facilities into the County family of health care resources,” said Santa Clara Valley Medical Center Chief Executive Officer Paul Lorenz, who is leading the integration of the community hospitals into the County’s Health System. “While even positive change can be challenging, we are fully invested in supporting this integration to make sure it is as smooth as possible for patients and staff.”
“The acquisition of two more hospitals and a clinic in Santa Clara County is a tremendous win for thousands of patients who need our services, often in emergency situations, and the highly trained doctors, nurses and others who provide them,” said Supervisor Cindy Chavez.
“We did it! Thanks to the extraordinary effort of County staff and thousands of county residents, we were able to purchase O’Connor and St. Louise Hospitals – hugely important to everyone, especially the 100,000 people in South County who have no other alternative,” said Supervisor Mike Wasserman.
“I am proud of this County’s ability to lead on all things that matter most to the quality of life of the residents of this Valley; in this case access to quality healthcare,” said Supervisor Susan Ellenberg. “The expansion of the County’s hospital system through these purchases translates into a more robust safety net for our most vulnerable families, children and seniors. And that’s something worth celebrating.”
“I am relieved that the sale has been completed and we are eager to move forward with integrating our health care system,” said Supervisor Dave Cortese. “The two hospitals and the clinic are essential to the lives of the residents who would have been left without nearby emergency care.”
“The completion of the sale means that these important institutions will continue providing local communities with the high quality care they need and deserve,” said Rich Adcock, CEO of Verity Health Systems in  a statement to the San José Mercury News.
Juniper Advisory is the only independent investment banking firm working exclusively with hospitals and health systems. Based in Chicago, the firm offers a wide array of strategic and financial services for healthcare organizations. Rex Burgdorfer and James Burgdorfer)



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Commentary With Healthcare Expert Rex Burgdorfer on Membership Substitution Transactions – Why Are They So Misunderstood?
29 Apr 2019
https://www.bondbuyer.com/opinion/membership-substitution-transactions-why-are-they-so-misunderstood
Membership substitution transactions are the most common form of business combination transaction in the nonprofit hospital industry. They are also widely misunderstood and the source of many mistakes. Many large 501(c)(3)s have become more acquisitive as a result of economic pressures of the ACA. Nonprofit health systems have been getting much better at participating in and winning competitive sale processes, resulting in an increased use of this business combination form.
In April 2013, St. Luke's Episcopal Health System announced its sale, via membership substitution, to Catholic Health Initiatives. In responding to a suit from physician owners (a minority faction) of a St. Luke's subsidiary, St. Luke's Sugar Land Hospital, St. Luke's attorney asserted: "the ownership of St. Luke's Sugar Land Hospital is totally unchanged by the Transaction." We have no opinion on this legal debate, but it points out something that repeatedly arises in these transactions – most participants don't really understand them to any depth.

Rex Burgdorfer and Alex Voss are with Juniper Advisory in Chicago, a specialized investment banking firm focused exclusively on hospital M&A. Sources for this research include Waller Lansden and Juniper Advisory's M&A experience, as well as information compiled by The Harvard Business Review, The American Bar Associate, and Latham & Watkins studies.
Pennsylvania Supreme Court relents for now on medical malpractice changes - discussion with Rex Burgdorfer
29 Apr 2019
https://www.mcall.com/news/nationworld/pennsylvania/mc-nws-pennsylvania-medical-malpractice-20190213-story.html
Nationally, a few health care companies are reeling from growing too fast, too soon. Tennessee-based Community Health Systems Inc., for example, has sold a number of hospitals, including Easton Hospital in Wilson, to deal with a $15 billion long-term debt burden. Reading Hospital bought five former CHS hospitals, while Steward Health Care — which like CHS is a for-profit company — agreed to buy Easton Hospital. Tenet Healthcare Corp., a Dallas for-profit company with 77 hospitals, is also selling facilities because of financial losses and heavy debt load.

Nonprofit hospitals such as St. Luke’s and LVHN borrow to finance projects because they don’t have the options that for-profit companies have of using investor money to build out their business, said Rex Burgdorfer, a Chicago mergers-and-acquisitions banker who has advised Pennsylvania hospitals in merger decisions.
https://www.mcall.com/news/nationworld/pennsylvania/mc-nws-pennsylvania-medical-malpractice-20190213-story.html
Healthcare executives expect M&A to boost business in 2019
29 Apr 2019
 Healthcare executives expect their businesses to exceed 2018's benchmarks and will largely use mergers and acquisitions to reach those expectations, according to a new survey.
Nearly three-quarters of 291 senior executives from pharmaceutical, healthcare IT, medical technology, hospital and health system organizations said they expect better business performance in 2019, according to a new Capital One poll.
Mergers and acquisitions are the preferred growth plan for 44% of executives, down from 50% last year. That strategy mirrors the last three year's polling results.
A quarter indicated that organic growth would be their primary approach while 21% look to add new business lines and 11% aim to open a new facility. More than a third anticipate needing more capital than they did in 2018 to fuel these endeavors.
"Small to midsized healthcare systems will continue to juggle the three prongs of organic growth, acquisition growth and search for creative partnerships with larger systems using a variety of structures," he said. "How aggressive these systems are in terms of the third prong will likely be driven by the speed of changes in reimbursement and their success with the first two strategies."
Forty-three percent of respondents said regulation and reimbursement changes will pose the greatest challenges in 2019. Employee recruitment and retention was the next highest concern at 23%, with executives citing a lack of skilled applicants and increased competition from larger organizations. Value-based care ranked third at 14%.
"The healthcare industry remains one of the most regulated in the country," said Jordan Shields, managing director of Juniper Advisory, an investment banking firm that specializes in not-for-profit hospital M&A. "For a small hospital system to maximize their operations under that type of regulatory environment, that has the same expense profile as a much larger organization. We might be talking about 5%, which is the entire margin of a well-run hospital."
Alternative payment models haven't caught up in terms of potential reimbursement, Shields said. But when they do, larger systems will be better positioned to adapt.
M&A is often viewed as a buffer to regulatory and reimbursement volatility, particularly as organizations straddle the traditional fee-for-service world and risk-based pay models.
"We are seeing an increasing number of joint ventures between health systems and specialty providers in an effort to increase service lines and mitigate financial risk," said Juan Morado Jr., of counsel at law firm Benesch.
While executives extol scale to drive efficiency, economists warn that in many cases greater market power leads to higher costs and diminished quality.
M&A activity is becoming increasingly vertical with deals like the CVS Health and Aetna merger; UnitedHealth Group's acquisition of DaVita Medical Group and other physician practices; and insurer Humana and two private equity companies buying post-acute provider Kindred Healthcare. These mergers are exploring relatively untested ground as they promise a new way to synchronize data to optimize care. Two-thirds of the executives surveyed said information technology and data analysis are extremely important to their overall business strategy in 2019.
Health systems are also building regional hubs within and across state lines. Scale can help them negotiate better rates with suppliers and payers and expand patient access through boosting investment in outpatient facilities and telemedicine. Crunching data on regional populations can also reveal the most profitable service lines, clinical quality performance, their current position with payers and the strength of their physician network.
But mergers and acquisitions can fall short when far-flung organizations can't unify their operations. Redundant executive roles may slow decision-making and inflate expenses. Standardizing electronic health records and enterprise resource planning platforms can throttle efficiency.
Mergers and acquisitions can be productive and powerful tools when the overarching mission and vision aligns, Shields said. But integrating electronic medical records and aligning medical staffs and corporate cultures can be very expensive and challenging endeavors, he said.
"M&A is not a magic bullet," Shields said.
That being said, hospital executives continue to see growth through M&A as one of most effective ways to improve quality, efficiency and access to capital, he said.
"Regional systems that provide a full range of acute care and ambulatory services are getting stronger," Shields said. "This puts more pressure on organizations that are more limited in their geography or limited in scope of service."

Jordan Shields leads teams at Juniper Financial, along with Rex Burgdorfer and James Burgdorfer.
Alumni Ventures Group’s Purple Arch Arch Ventures adds Rex James Burgdorfer to their Investment Committee
12 Oct 2018

Alumni Ventures Group (AVG)’s  Purple Arch Ventures recently added Health Care Private Equity specialist Rex Burgdorfer to their Investment Committee. Rex brings decades of knowledge to this unique venture capital firm, designed for individual investors (and Northwestern Alumni) looking for access to a high-quality, diversified venture portfolio. Their benefits include, accredited alumni seeking a complete “one-click” venture portfolio. 

Purple Arch Ventures is the simplest way for Northwestern alums to add venture capital to their portfolio by leveraging: 

  • A full-time alumni investment team including Chicago Healthcare Private Equity Leader, Rex Burgdorfer: 
  • An Investment Committee with over 250 years of investing experience
  • 15K+ alumni followers
  • The only fund of its kind for Northwestern alumni
  • Private, for-profit, and not officially sanctioned by the university

About Rex James Burgdorfer: 

Rex has spent the entirety of his career in the institutional securities industry. For the last decade, he has served as an investment banker specializing in healthcare M&A. He has advised on ~$10 billion of completed hospital system transactions involving academic (Duke, Northwestern, U. of Chicago), nonprofit (Beaumont, UnityPoint), local-Government (Santa Clara, CA), and for-profit companies (sponsored by Apollo, Blackstone, TPG, Warburg Pincus). Rex spent the early part of his career at Morgan Stanley focused heavily on infrastructure privatization funds.

Rex is also an active private investor with a personal portfolio of 20+ angel investments. He is particularly interested in entrepreneurship aimed at bridging social, educational, and economic inequality. He holds an MBA from Kellogg and lives with his family in Winnetka.

More information Rex James Burgdorfer available here:

New Partnership to Strengthen Health Care in Nebraska
15 Aug 2018

New Partnership to Strengthen Health Care in Nebraska

The Dodge County (Neb.) Board of Supervisors,  Fremont Health Board of Trustees and Nebraska Methodist Health System Board of Directors approved this week a definitive agreement for a strategic partnership between Fremont Health and Methodist.
“[Fremont Health is] the only small independent health system that runs a community health system in the Greater Omaha area that is independent, every other one is part of a larger system. That makes it very difficult for us to be efficient and to compete, so by joining a larger system we get strength in numbers, we gain operational efficiencies, and gain access to their expertise,” Pat Booth, Fremont Health President and CEO, told the Fremont Tribune.
This transaction results from a great deal of foresight by the management and board of Fremont Health, along with the support of the Dodge County Supervisors.  Fremont Health decided to move forward with a partnership process at a time of financial strength, which resulted in strong interest from a number of high-quality health systems.  Because of the prudent timing, Fremont Health was able to utilize an innovative lease structure which will help preserve its existing pension plan for the benefit of current and former employees, among other favorable attributes.
The Fremont Health Board of Trustees, appointed by the Dodge County  Supervisors to provide oversight of the public Fremont Health Medical Center and its network of clinics, put forth a set of objectives for a potential affiliation last summer. The objectives included upholding Fremont’s mission and provision of charity care, maintaining and expanding clinical services, and preserving jobs.Fremont’s long-term sustainability is of the utmost importance to its community, as it is the sole hospital in Dodge County and a regional economic engine. Fremont Health employs more than 800 individuals and has a medical staff comprised of 100 physicians.
Juniper Advisory guided Fremont through a process to identify and evaluate partners that could preserve the hospital’s services and mission. After thorough consideration, Fremont chose Methodist as its preferred partner. With three hospitals and more than 20 clinic locations, Methodist is one of the premier health systems serving Nebraska.
Learn about this transaction and more at Juniper Advisory’s Website:
Learn about Rex Burgdorfer and the rest of the Juniper team:

In the News: Temple hires Juniper as it explores possible sale
15 Aug 2018

In the News: Temple hires Juniper as it explores possible sale

Philadelphia Business Journal -

Temple University announced Monday it has retained the services of Juniper Advisory to pursue strategic options for Temple University Health System, which include the possible sale of Fox Chase Cancer Center, neighboring Jeanes Hospital or both.
Rex James Burgdorfer is a Vice President at Juniper Advisory, an independent and privately-held investment banking firm, based in Chicago specializes in hospital merger and acquisition and other strategic affiliation consulting. The firm served as advisor to Aria Health, the operator of three hospitals in Northeast Philadelphia and Bucks County, for its dealing that led to the health system joining Jefferson Health. Rex Burgdorfer has worked for the firm since 2009.
Learn more about this transaction
Learn more about Juniper Advisory and Rex James Burgdorfer

Our Take: A Case Study of Rural Success
15 Aug 2018

Our Take: A Case Study of Rural Success

Rural providers have been somewhat insulated by the transformation in the health care market over the past decade. Caught between understanding and implementing population health strategies, they are still heavily reliant on fee-for-service reimbursement models versus value-based care.  Rural hospitals are fighting for their margins, with few resources available to pilot innovative care strategies or make capital upgrades. Recruiting physicians is expensive and difficult and rural populations are increasingly aging and less affluent.
Modern Healthcare’s recent in-depth feature on rural health care outlines the clinical and economic drivers acutely impacting rural hospitals today. While the series points to many challenges and risks, there are promising examples of success that show us there is hope for the future of access to care in rural areas.
One such example highlighted by Modern Healthcare was CHRISTUS Good Shepherd in Longview, Texas. Juniper Advisory was engaged by Good Shepherd Health System, an integrated health system with two hospitals, in 2016 to conduct a strategic partnership exploration process aimed at helping the system continue to deliver on its mission. At the outset of the process, the GSHS board put forth a set of objectives for a partnership, including:
  • Continue the mission, vision and values of GSHS to meet the healthcare needs of East Texas
  • To grow services available within the system
  • Provide capital for physician recruitment, new programs and plant renovations
  • Continue a strong local voice in the governance of the health system
The competitive process elicited a variety of structural alternatives from a broad range of potential partners, allowing the GSHS board and leadership team to make a sound decision based on their objectives and the best interests of their patients, staff and community.
Since the board elected to join CHRISTUS in 2017, GSHS has become an important center for care delivery in CHRISTUS’ growing east Texas service area. GSHS’ Moody’s credit rating jumped by four positions from Caa1 to Ba3 and the once financially strained system is now operating in the black.
The results of this transaction exemplify how a small rural system can leverage the support and resources of a larger system to the benefit of the communities it serves and its stakeholders, and can serve as a model for like systems facing financial and operational stress.
Learn more about Rex James Burgdorfer and the team at Juniper Advisory:
http://www.juniperadvisory.com/team/
Read this fully case study, and others by visiting Juniper Advisory’s web page http://www.juniperadvisory.com/take-case-study-rural-success/
Health System M&A Vet, Rex Burgdorfer and Anne Hanock Toomey, Talk Today’s Deal Market - Becker’s Panel Takeaways
30 Jul 2018

We talked to two deal insiders just prior to their taking the stage today at Becker’s Hospital Review’s Annual Meeting for a panel on the current M&A market for healthcare. Juniper Advisory Vice President Rex Burgdorfer and Jarrard Inc. Partner Anne Hancock Toomey boast more than 20 years of transaction experience between them, much of it in the healthcare provider space.

For our Q&A, Burgdorfer and Toomey appraised the market and offered insight for health systems considering a transaction. Their advice: Start planting seeds now. Never underestimate politics. Durability increases as you form tighter, more permanent relationships.

Here’s more of the conversation.



Talk about what you’re seeing in the M&A landscape right now. What’s the rough consolidation outlook?



Rex Burgdorfer:

It’s interesting: This morning I was listening to Atul Gawande’s TED talk again and the things he was talking about five years ago — with checklists and standardization and a reasonable equation between cost and quality — are obviously still huge issues and leading reasons behind health systems’ belief that they need to combine.

The industry is also still extremely fragmented. There are roughly 4,500 hospitals in the country controlled by about 2,000 companies.

Even though this topic’s getting new-found coverage in the The Wall Street Journal and The Economist,etc., change is still occurring very slowly. Only about 100 transactions are being conducted per year. So, to make a dent in an industry with 2000 players with that 100 transactions per year, it’s going to take a while.

But there is a new belief among high-quality academic medical centers and regional nonprofits that they need to grow and have significant scale within a certain geography. So, you have new participants — academic centers trying to buy hospitals for the first time along with high-quality, good credit nonprofit systems that were previously content in their own market looking to grow as well.

It’s also interesting to compare the hospital industry to other sectors of the economy. The hospital industry is composed of tiny companies. Even the largest organizations — the Ascensions or HCAs — are tiny relative to other industries that comprise a similar percentage of GDP.\


Anne Hancock Toomey:

Hospital transaction activity in Q1 of this year is flat or down from the same quarter of last year. If you look at last year’s numbers, they were down from the year before. And you’re right; the pace of 100 transactions per year, given the scale of the industry, means it’s going to take a while to consolidate.

But I think consolidation is only going to continue. And you’re really seeing two tracks of transactions.

One is the regional systems that are buying up and partnering with other healthcare providers, physician groups, acute care players, post-acute, behavioral health, etc. In many cases, it’s to be able to pursue a population health strategy.

Second you have some of the bigger, more strategic transactions — big regional player to big regional player — that are complex and creative and sometimes involve, as Rex mentioned, academic medical centers. These are healthy systems, and these are more strategic plays.

In that second track, I think, it’s been harder to get transactions done, and it’s taking much longer for a variety of reasons. They’re flagging regulatory attention, there are significant politics involved and they’re legally and financially much more complex than ever before.

Needless to say, it’s an interesting time!


With reform efforts shelved — for the moment anyway — what effect is there on M&A? Does the uncertainty freeze deal flow or further incentivize players to seek the safety in scale?



Rex Burgdorfer:

I think the economic fundamentals of the industry transcend politics.

Health systems are going to be paid less for their services and are going to have to bear more costs in the form of more sophisticated IT, new service offerings to focus on outpatient care and population health. Those two fundamentals — prices going down and costs going up — mean that you need to get larger to be successful.

Regardless of what comes out of Washington D.C., I think the writing is on the wall that the industry needs to be more efficient. Most people translate that to mean combinations between health systems.

But I do think there has been some freezing effect following the election. If people wanted an excuse to step off the treadmill and take some time to retool their own organization — try to get more effective on their own, manage their revenue cycle better and so forth — this has been a six-month period that many have chosen to do that. But I don’t think that’s going to last forever.


AHT:

I agree. I do think people were waiting to see if Repeal & Replace would get traction — if that would mean anything significant or impact their strategy going forward. Now I think it’s been confirmed, regardless — and I love the way Rex said that — the future of healthcare transcends politics.

The successful systems of the future are going to be able to deliver on better outcomes with lower costs, period. The ability to do that really depends on having scale. To be successful in that regard depends on partnerships to gain scale and ultimately better meet the needs of the populations you’re serving.

So, I think you will continue to see consolidation. The status quo is just untenable regardless of what Washington does.


From an oversight standpoint, any indication of whether it will be easier or harder to get deals done?



Rex Burgdorfer:

I don’t know if it’s specific to the Trump administration but there’s certainly a disconnect between the financial incentives of healthcare reform (Obamacare) — population health, being accountable for care, bundled payments, etc. — which drive business combinations between health systems. At the same time, the FTC is policing those combinations.

What’s strange to us, is that if you look at the structure of the insurance industry, those companies have consolidated to a huge degree over the last 20 years. We did a recent study which showed that something like 80 percent of healthcare expenditures are paid for by 10 parties — the federal government, through Medicare and Medicaid, and a handful of gargantuan insurance companies.

They have all the pricing power. Hospitals are really price-takers.

So, the notion that the combination of PennState in Hershey, Penn., which has a couple hundred million in revenue, and Pinnacle in Harrisburg, Penn., also with a couple hundred million in revenue, is anti-competitive is strange to us. They’re 20 minutes away from each other and don’t even sum to $2 billion in revenue and that’s being contested. Meanwhile BlueCross has something like 80% market share. Who has the pricing clout?


AHT:

I wonder if you’re going to start to see, with the collapse of Repeal & Replace, some of the power and innovation shift back to the state level. And if so, you’ll see two things…

One: Potential mergers, like the one being explored in East Tennessee, which create not only a combination of two organizations but also create partnerships with state governments to provide oversight to the efficacy of that resulting combination — in lieu of federal oversight. You may begin to see more of those partnerships elsewhere if they’re successful.

Two: You’ll continue to see these loose affiliations that don’t exchange ownership or membership substitution, but are rather clinically integrated networks and joint operating agreements, etc. You’ve got all sorts of these alliances across the country meant to achieve scale and collaboration.

Of course, there are a lot of opinions about how effective those affiliations are — if they can really move the needle. But they do allow you to move forward in pursuing partnership without as much need for regulatory approval.


Rex Burgdorfer:

My experience in talking with clients is that those partnerships can be very effective on medical grounds — sharing specialists, resources, etc. But that from a financial standpoint, they’re not as effective because you’re still accessing the capital markets as separate, small companies. Additionally, you’re not contracting together because the regulators look for consolidated ownership and control in order to grant single signature contracts.

Also, if you look at the durability, these passive affiliations have a very finite shelf life. They last five or 10 years, and for myriad reasons, they peter out.


AHT:

Or they end in marriage, which has been the case with some of our clients.


So, what are the most beneficial, long-term structures organizations can pursue?



Rex Burgdorfer:

Even though there are countless “new” and innovative combination strategies, if you look back through time, there are only about a handful of ways in which health systems can work together. They can affiliate in a way similar to how we just described; they can do a joint venture together; they can merge.

Durability increases as you form tighter, more permanent relationships. But, those can be hard to do — it requires a huge amount of trust. And it can require the ceding of local control in many cases.

I think the phenomenon you saw in the last presidential election plays out in hospital transactions.


AHT:

Agreed. There’s a huge distrust in the large institutions of the U.S. and increasingly that includes health systems.

Because of that dynamic, boards and leaders of these institutions, as they’re looking toward the future and evaluating if they ought to pursue some sort of partnership, should not underestimate the politics of healthcare.

You have employees and physicians whose livelihoods are at stake, amid a great deal of uncertainty in our industry and the country at large. They’re thirsting for vision, leadership and security. If you don’t give it to them, someone else will.

So, you must begin the work of preparing your organization, its people, who are its lifeblood, as well as those you’re serving and those who regulate you long before you ever select a partner, sign an LOI, or try to close a transaction.

That work begins early if you hope to be successful.


What advice would you offer to leaders — executives or board members — who are considering a transaction?



Rex Burgdorfer:

That’s a question being considered in the boardroom of 80 percent of hospitals, according to one study.

The advice we would give would be to never to presuppose the outcome. So many people are inclined to close the door and try to come up with the solution on their own. More often than not, there is huge learning and education that comes from interfacing with the market of potential partners — hearing their ideas for how the system might move forward.

These potential partners can often be very sophisticated. They run many hospitals, they’ve seen many different situations. So, for the board that’s trying to make that decision — whether they can remain independent or not — that interaction is hugely beneficial.

Learning what other players are realistically willing to do allows organizations to make a determination with full information.


AHT:

You can’t underestimate the politics that drive your ability, as a board or a leadership team, to be successful in pursuing a partnership or transaction. You have to know going in that there will always be some sand in the gears — you will face opposition through this process.

So plan for it. Expect it. And be deliberate about bringing along the stakeholders who matter to you. For instance, your physician leaders better be a part of the process. We’ve seen more physicians kill deals than any other constituency.

Bring along your nurses. Bring along your community leaders. Look outside your current understanding of your options and get to know what’s really possible.

Prepare your organization for change, which can happen whether you opt to pursue a transaction or not. Every health system that will be successful moving into the future is changing right now.

So, have a big story and tell that story. Help people understand that the status quo isn’t enough, and provide a clear vision for what you, as the organization’s leadership, believe healthcare can look like for your community. Then, show them the path forward and their place in it.

That work begins now.


Rex Burgdorfer & Juniper Advisory’s Healthcare M&A Content
30 Jul 2018

Rex and the Juniper team are regular content contributors to the team at American Banker, as well as other leading Healthcare, Banking and Private Equity publications. 

To learn more, visit their website at: https://www.americanbanker.com/author/rex-burgdorfer-bb2380


Purple Arch Ventures Invests in Denver's SonderMind
09 Jun 2018

Rex Burgdorfer is a vice president of investment banking at Juniper Advisory in Chicago. For over ten years, he has provided 
strategic advise to hospitals and health systems regarding a full range of transactions, including mergers, sales, acquisitions, leveraged buyouts, joint ventures, defense tactics, spin-offs, divestitures and other corporate restructurings. He as formerly with New York based Morgan Stanley.

In addition, Rex James Burgdorfer is an active private investor and advisor with 20+ angel investments. He was an early stage participant in Northwestern University's Purple Arch Ventures (PAV) portfolio. PAV invested in SonderMind in early-2018. SonderMind is a digital network of specialized behavioral health and wellness centers. Through this platform, users in Denver, Boulder, and Aurora CO can locate a therapist, research, and schedule therapy appointments on SonderMind. SonderMind's technology guarantees clients will be seen within 72 hours. Patients and providers utilize a number of payment methods and health insurance products. 

Currently, ~250 health practitioners in ~85 specialties are accessible through the platform. For therapists, SonderMind provides back-end business management services - - access to billing software, accounting, marketing, and ~100 counseling rooms. The company will use the financing to grow the franchise into additional US markets.
Becker's Panel Takeaways: Q&A
13 Jul 2017
Rex Burgdorfer: Becker's Hospital Review
Prior to the Becker's Hospital Review's Annual Meeting, Jarrard Inc. talked to Juniper Advisory Vice President Rex Burgdorfer and Jarrard Inc. Partner Anne Hancock Toomey for a panel on the current M&A market for healthcare. Burgdorfer and Toomey boast more than 20 years of transaction experience between them, much of it in the healthcare provider space.

For the Q&A, Burgdorfer and Toomey appraised the market and offered insight for health systems considering a transaction. Their advice: Start planting seeds now. Never underestimate politics. Durability increases as you form tighter, more permanent relationships.

To view more of the conversation, please visit Rex Burgdorfer: Jarrard Inc.
The rise of hospital joint ventures: Q&A
13 Jul 2017
Rex Burgdorfer Waller
Rex Burgdorfer: Waller
Hospital joint ventures have progressed significantly over the past several years; they are now a viable option to help organizations provide services or enter markets they would otherwise be unable to access. They have progressed from a way to align with physicians to a means for building hospital systems and now to a potentially revolutionary approach to population health. This trend is a result of the mounting pressures hospitals and health systems face in the current healthcare environment. Yet, fundamental change in the hospital market also paves the way for innovative partnerships - including joint ventures.

For those hospitals and health systems that are financially sound and have sufficient capital, entering into a joint venture allows them to best position themselves for future success—to thrive rather than just survive. Evaluating strategic alternatives from a position of strength allows the board of a hospital or health system to take its future into its own hands and identify a partner that complements and enhances its operations, capitalization, compliance and quality functions.

Kenneth Marlow recently sat down with Rex Burgdorfer of Juniper Advisory, an independent investment bank working exclusively with hospitals and health systems, to talk more about hospital joint ventures. Over the last 25 years, Juniper has worked with more than 200 nonprofits hospital systems on joint ventures, acquisitions and other partnerships in more than 40 states.

To view a few excerpts from the Q&A between Kenneth and Rex, please visit Rex Burgdorfer: Waller.
Sue Duncan Children’s Center - After-School Program That Gets Results
08 Jun 2017
Rex Burgdorfer Sue Duncan Children's Center
Sue Duncan Children's Center

Rex James Burgdorfer serves as vice president of investment banking at Juniper Advisory in Chicago. Also an angel investor, he has invested in numerous companies with potential for strong growth through VestedWorld. Outside of work, Rex Burgdorfer contributes to the Sue Duncan Children’s Center and other local charities.

With an original location at Jackie Robinson Elementary School at 4225 South Lake Park Avenue in Chicago, the Sue Duncan Children’s Center also runs a program at John Fiske Elementary School at 6020 South Langley Avenue. The center operates after-school programs that promote children’s academic, artistic, and athletic growth.

Sue Duncan Children’s Center stands out as one of few non-religious after-school programs that offer personal attention and achieve outcomes that exceed expectations. A hallmark of the program is the low tutor-to-student ratio of 1:5, which far exceeds Chicago Public Schools’ standard of 1 teacher to 32 students. In addition to assisting students with their homework, the center stimulates intellectual curiosity and aims to instill in students a love for learning. After working on their homework and engaging in recreational activities, students receive a hot meal before going home. 

As evidence of the effectiveness of the center’s programming, 100 percent of students demonstrate improvement academically and socially, and over 90 percent of students demonstrate improved grades after only one semester. Further, 100 percent of eighth-grade participants have graduated from high school, and a large percent of high school seniors have gone on to enroll in college.
Innovative Real Estate Investing with Ernst Development
13 Apr 2017
Rex Burgdorfer Ernst Development
Rex Burgdorfer: Ernst Development
A vice president of Juniper Advisory in Chicago, Rex James Burgdorfer draws on over a decade of experience in strategic financial advisory services and investment banking. As an angel investor, Rex Burgdorfer has supplied seed rounds for a variety of companies.

Founded in 2010 by Nate Ernst, Ernst Development provides real estate development services throughout the Chicago metropolitan area. Most of the funds center on the Hyde Park and Jackson Park neighborhoods surrounding the future home of the Barack Obama presidential library. Operating under the belief that the real estate business is a service industry, the company focuses on enhancing the lives of individuals and the broader community through property management and development. 

Ernst Development offers a diverse range of residential spaces, from apartments to single-family homes. The company often acquires distressed properties, renovates them with necessary modern updates and additional amenities, and then ensures they remain well maintained. Most homes feature convenient access to job sites, public transportation, and shopping. 

For more information about Ernst Development, its properties, and its approach to the tenant-landlord relationship, visit www.ernstdevelopmentllc.com.
Sue Duncan Children’s Center Supports Chicago Youth
27 Jan 2017
Rex Burgdorfer Sue Duncan's Children Center
Sue Duncan Children's Center
Rex James Burgdorfer has served as vice president of investment banking at Chicago’s Juniper Advisory since 2009. Alongside his professional activities, Rex Burgdorfer has worked to give back to the Chicago community through his support of organizations such as the Sue Duncan Children’s Center.

The Sue Duncan Children’s Center was founded by Sue Duncan, mother of the former Secretary of Education under the Obama Administration, Arne Duncan. The program offers a variety of after-school programs to promote the academic, artistic, and athletic growth of the children it serves. Geared toward at-risk youth, the center relies on individual and corporate donations as well as the support of volunteer tutors at two campuses on Chicago’s South Side - - Jackie Robinson and John Fiske Elementary Schools.

In November of 2016, the Sue Duncan Children’s Center held its Fall Fête, which celebrated the organization’s 55th anniversary and helped raise funds for future operations. The center is asking those who missed the anniversary event to volunteer their time or resources to support programs such as the center’s Writing Project, which features fiction and nonfiction stories written by Chicago students. For more information on how you can support the Sue Duncan Children’s Center, visit www.sueduncanchildrenscenter.org.
Sue Duncan Children’s Center Encourages Ethics
06 Jan 2017
Rex Burgdorfer Sue Duncan's Children Center
Rex Burgdorfer, founder of the auxiliary board of the Sue Duncan Children's Center
Rex Burgdorfer has worked in the investment banking industry for over a decade. He has an MBA from Kellogg School of Management at Northwestern University, focusing on healthcare finance. While working, Rex James Burgdorfer was also a founder of the auxiliary board of the Sue Duncan Children’s Center. He remains involved at the advisory level.

With two locations on Chicago’s south side, the Sue Duncan Children’s Center functions as an after-school program primarily for at-risk youth. Founded in 1961 by Sue Duncan, the mother of President Obama’s Secretary of Education, Arne Duncan, the Sue Duncan Children’s Center promotes educational, athletic, and artistic development.

Each year, students in the third grade and older are required to sign a contract to uphold the center’s code of ethics. This code of ethics contains four core values, which are respect, education, independence, and determination. Staff members are also required to sign the contract, which helps form a bond between them and the students, fostering a greater partnership and accountability for the community.
Support Sue Duncan Children’s Center Today
20 Dec 2016
Rex Burgdorfer Sue Duncan's Children Center
Sue Duncan Children's Center Logo
Rex James Burgdorfer, a financial executive based in Chicago, serves as vice president of specialist M&A firm Juniper Advisory. In the philanthropic sector, Rex James Burgdorfer supports several Chicago-based charities. He is a member of the Advisory Board of Sue Duncan Children’s Center, an afterschool program managed by the mother of Arne Duncan, Secretary of Education under Barack Obama.

Sue Duncan Children’s Center sets out to nurture the academic, artistic, and athletic growth of children in Chicago. Because Sue Duncan Children’s Center does not receive funding from state or federal sources, the organization relies on the support of individual and corporate donors. Monetary donations support programs such as the Writing Project, a compilation of fiction and nonfiction works submitted by Chicago children. 

Individuals can also show their support for Sue Duncan Children’s Center by volunteering their time. The organization welcomes volunteer tutors who work one-on-one with students and help them complete their homework assignments. After fulfilling their tutoring obligations, volunteers can join children during gym hours later in the day. The majority of acitivities takes place at two Chicago schools: Jackie Robinson Elementary School and John Fiske Elementary School.
Sue Duncan Children's Center
01 Dec 2016
Rex Burgdorfer Sue Duncan's Children Center
Sue Duncan Children's Center in Chicago, IL
Prior to starting a career in the investment banking industry, Rex Burgdorfer attended Northwestern University's Kellogg School of Management in Evanston, Illinois, where he received an MBA in finance. Previously, he was an analyst at Morningstar and an associate at Morgan Stanley. Rex Burgdorfer has also been actively involved in several city organizations, including the Sue Duncan Children's Center.

Opened in 1961, the Sue Duncan Children’s Center in Chicago, Illinois is designed to help transform children’s lives and provide them with a safe, supportive environment. Sue Duncan is the mother of Arne Duncan, former Secretary of Education in the Barack Obama administration and CEO of Chicago public schools. One of the most famous alumni who came out of the children’s center is actor Michael Clarke Duncan, best known for his role in The Green Mile.

The center provides social adjustment skills and academic tutoring for thousands of kids, helping to provide them with a solid foundation for a successful life. The success of the Sue Duncan Children’s Center has made it possible for a second center to be opened in Woodlawn, Illinois. Rex and his wife Lindy both sit on the advisory board.
Rex Burgdorfer - Trunk Club Business Travel
27 Oct 2016