Russell Judd


  • Relationship Builder – Able to form trust based collaborative relationships with board members, physicians, hospital staff, and community members
  • Seasoned Leader- Transparent leadership style, without ego, focusing on creative and innovative vision
  • Passion for Quality and Excellence – Relentless in pursuit of personal excellence with the ability to instill same passion in others
  • Physician Friendly – Mature ability to gather physician trust and lead physician integration and alignment strategies
  • Exceptional Energy and Drive, Entrepreneur Spirit, High Visibility to Community and Staff, Strong Moral Character, and Charismatic Presence and Personality


Master of Science-Health Care Administration
California State University -Bakersfield

Bachelors of Science – Human Development
Brigham Young University

Community Involvement

  • President, Regional Economical Development Corporation
  • Board Chair – American Red Cross local chapter
  • Executive Board Member, Boy Scouts of America
  • Rotary International
  • Executive Board Member, Chamber of Commerce
  • Various leadership positions in local church unit


  • Fellow in the American College of Health Care Executives, Certified Health Care Executive
  • Enjoy running, fly-fishing, outdoors, most of all being a husband and father.


Chief Executive Officer
Kern Medical Center – Bakersfield, California
December 2013 – Present

Responsible for all aspects of 222- bed Public Hospital, 120 member physician group, multiple out-patient clinics, trauma center, with 6 ACGME Residency Programs.


President & Chief Executive Officer
Mercy Hospitals of Bakersfield – Bakersfield, California
April 2004 – December 2013

Responsible for providing dynamic leadership, vision, and direction for all aspects of a Catholic integrated health care network composed of 3 acute care hospitals, 195 bed Mercy Truxtun, 78 bed Mercy Southwest, and 60 bed Mercy Westside, as well as Mercy Skilled Nursing Facility, Florence R. Wheeler Cancer Center, Mercy Home Health, Community Outreach Center, Community Wellness Center, Urgent Care and Friends of Mercy Foundation with 560 members of the medical staff.


  • Developed strategic service lines plans that were executed, that increased market share through alliances with physician and payer partnerships
  • Developed positive relationships with medical staff and engaged medical directors in a sense of partnership with the Hospital and Board
  • Financial turnaround of $53 million from fiscal year 2004 loss of $9.4 million to profit of $42 million in fiscal year 2009
  • Developed with board and medical staff a new strategic plan that re-established the health care system as the dominant healthcare provider in the community
  • Dedicated effort to improve quality through innovation
  • Completed construction on a 20 bed Emergency Department and an 8 bed Intensive Care Unit at Mercy Southwest
  • Improved Employee Satisfaction scores 16% to an all-time high
  • Improved patient satisfaction scores to an all-time high
  • Developed a sophisticated Case Management program that significantly dropped length of stay including the establishment of a Hospitalist Program
  • Led community benefit program to “best practice” status
  • Multiple internal Catholic Healthcare West awards for quality and leadership
  • Provide direct leadership in that created a “Spirit of Mercy” in the community


Chief Executive Officer
Berwick Hospital Center – Berwick, Pennsylvania
Sep 2002– April 2004

Responsible for overseeing all aspects of 370 bed investor-owned healthcare system comprised of a 130 bed acute care hospital, 240 bed skilled nursing facility, home health agency, hospice company, rehabilitation services, and employed physician practices.  Mature managed care environment.


  • Significantly improved revenue and reduced operating expenses, which resulted in an operating margin in excess of 18%.
  • Developed employed physician model and opened three practice locations
  • Developed pain management program including recruitment of physician.
  • Developed vascular surgery program including interventional radiology procedures.
  • Recruited Family Practice, Obstetric, and Emergency Medicine physicians.
  • Developed system wide customer service program.
  • Provided strategic direction to Governing Board.
  • Through staff recruitment and retention eliminated need for contract nursing labor.
  • Established community based senior’s program with over 1800 members.
  • Created a physician friendly environment that gathered physician loyalty and support.


Chief Executive Officer
Payson Regional Medical Center – Payson, Arizona
October 1998-September 2002

Responsible for overseeing all functions of a 66 bed investor-owned regional medical center, home health, and employed physician practices.


  • Performed complete financial turnaround of Medical Center
  • Substantially improved medical center operations that lead to over 30% growth in admissions and 85% growth in surgeries.
  • Increased net revenue from $17 million 1998 to $32 million 2002.
  • Recruited the following physicians – Cardiologist, Interventional Radiologist, 3 Family Practioners, 2 General Surgeons, 2 Obstetricians/Gynecologists, Orthopedic Surgeon, Urologist, Intensivist, Pulmonologist, Gastroenterologist, and Internal Medicine.
  • Acquisition of a 5 physician member medical group and operated it profitably.
  • Raised employee morale through strong leadership, development of employee recognition program, and making hospital financially sound.
  • Recruited and retained strong administrative and department director team.
  • Developed Medical Centers reputation as the leading provider of customer service and “best place” to work among other business’s in the community.
  • Established community health outreach center that provided health education and wellness program.
  • Completed construction of two $8 million new hospital wings


Chief Executive Officer
Barstow Community Hospital – Barstow, California
June 1996 – October 1998

Responsible for all activity of a 54 bed community Hospital


  • Lead hospital to two consecutive years as “Top 100 Hospitals” in the country.
  • Enhanced hospital image and status in the community.
  • Significantly reduced operating expenses through productivity improvements and efficient management.
  • Recruited 5 new physicians to the community.
  • Established a hospital/physician group to negotiate and enter into managed care capitation agreements.
  • Created an atmosphere of “support the local hospital” in the community.


Associate Administrator
Kern Medical Center- Bakersfield, California
April 1991-June 1996

220 bed tertiary academic medical center

Held various administrative positions, starting as administrative fellow and progressing to associate administrator overseeing all operational activity of the hospital.  Areas of focus included overall hospital operations, physician residency programs, major construction projects in excess of $45 million, and financial leadership.