About Rolando D. Rodriguez
Rolando has a distinguished career creating and operating new revenue streams for hospitals, launching international healthcare programs, and developing non-profit fundraising campaigns for hospitals and other not-for-profit institutions.
As CEO of Jackson International and president of Jackson Memorial Foundation, Rolando was responsible for the design and growth of International Health Services for Jackson Memorial Hospital – one of America’s largest public hospital systems. He led the international branding of Jackson and its Ryder Trauma Center as the “911 of the Caribbean and Latin America” and established successful divisions for international sales and marketing, private concierge/hospitality, and international admissions and case management.
As managing consultant, Rolando recently launched the Miami office of Nueterra Global Alliance, leading the consolidation of cross border healthcare and destination medicine. He has spent the last year shaping business development plans for Latin America and the Caribbean, including the launch of a private Preferred Provider Organization and formation of an international provider network. In the U.S., he led the recruitment and training of new network hospitals and physicians seeking to join this partnership of top-tier health providers.
As president of the Jackson Memorial Foundation, Rolando raised over $200 million for programs such as Jackson’s Ryder Trauma Center and Holtz Children’s Hospital. As founder of the International Kids Fund, Rolando led global fundraising programs that raised millions to provide life-saving care to seriously ill children from all over the world. He has founded and launched dozens of other successful fundraising efforts, including grateful patient and grant acquisition programs for hospitals and other non-profit institutions.
Rolando also developed premier donor recognition programs and special events that have been recognized among the best of the best. Early in his career, he also worked with Msgr. Bryan Walsh, founder of Operation “Pedro Pan,” to create and fund Genesis, one of the nation’s first living facilities for people with AIDS.
Currently, Rolando serves as counsel to worthy community organizations such as Big Brothers/Big Sisters.
Comfortable and experienced in leading complex development efforts, Rolando is also an accomplished leader in strategic planning, branding and public relations, as well as a skilled writer and speaker.
About Crosspoint+, LLC.
Crosspoint+ leads business development, marketing services, operational design and facility development/management for international destination medicine providers, as well as developing increased revenue for local and international non-profits. We specialize in results, not promises.
Crosspoint+ implements marketing and operational support for hospitals, physicians and other providers seeking to enter or expand their reach in the international destination medicine market. Our goal is to develop programs which account for the ever-changing nature of destination medicine patients, and develop up-to-date strategies that work today, rather than in the past. Our objective is to increase the volume of international patients seeking care in client facilities, develop mutually rewarding relationships with international physicians and hospitals, and maximize the reputation of your institution in the international market.
Crosspoint+ also provides expert guidance and resources for the development of hospital facilities in the Latin American and Caribbean region, including feasibility studies, project planning, construction, facility financing and even complete hospital management through its trusted industry partners.
Philanthropy and Fundraising
Crosspoint+ develops achievable fundraising strategies for charitable organizations desiring to create a strong culture of philanthropy. Our years of experience acknowledge the need to be practical and effective with limited resources. We do not specialize in process, fancy presentations or lengthy reports; our focus is on outcome. Our goal is to help our clients develop sustainable efforts to acquire more and larger gifts through the expansion of existing capacity, as well as the development of realistic fundraising campaigns. Crosspoint+ will help our non-profit partners to recruit and develop a motivated and well-trained board of directors and volunteers who can implement what it takes to get the organization to the next level.
Medical Travel Today (MTT): Tell our readers about your experience in the industry and what prompted you to start this company?
Rolando Rodriguez (RR): As the former president of Jackson Memorial Foundation for Jackson Memorial Hospital, I was responsible for developing a trauma center.
We were trying to create more business for Jackson-bring more private patients, development services, concierge services, donor services and new programs-that would generate revenue in order for it to fulfill its full potential.
In 2005, we started exploring the idea of creating an international program, and about five years later we took the facility from $13 million annually to $100 million annually by the time we finished.
MTT: How many patients did that amount to?
RR: About 1,000 in-patients and about 1,200 out-patients.
We branded ourselves as the “911 of the Caribbean” and specifically targeted critical care areas by emphasizing that we were able to provide this level of care to anyone that was within two hours flying distance to Miami.
This strategy was meant to promote us, brand us and encourage other businesses to take off like that.
We started with one person working in hospitality, and gradually ended up running all of the concierge services for the hospital.
We developed an international case management department and marketing department and grew into a company operating with about 50 employees.
I was there until the end of 2011, and it was a great, successful experience. I started the Foundation and ended up being there 20 years.
At the same time, the hospital went into a very serious financial tailspin, and I didn’t want to rebuild everything from the ground up. So I left and decided to develop my own company.
MTT: What is the end goal for your company?
RR: There is a tremendous interest in the U.S. for international healthcare and a tremendous interest in Latin America for different kinds of partnerships.
My ultimate goal is to find a win-win relationship between the Caribbean, Latin America and U.S. hospitals.
I want to assist hospitals that are interested in the business to effectively step into the market.
I think it is very important to note that I differentiate myself from being a consultant. There are too many individuals in this industry who strictly give advice to clients, when in actuality these hospitals need hands-on assistance.
Hospitals have two options: they can spend millions of dollars in hiring the right people and putting in a ton of infrastructure, or they can start with someone like me who will directly help and/or offer a network of ambassadors in Latin America with whom I have relationships.
The hospitals receive more guidance and value when individuals are able to aid with business operations and business development, rather than just spew advice.
MTT: Do you have any contracts underway here?
RR: Currently, I have contracts in place with the University of California San Diego (UCSD), and Ochsner Health Systems in New Orleans.
There are a few other contracts in the works, but I cannot mention names yet. I can, however, tell you that I am working with a U.S. company to help market their unique teleconsult and telemedicine second opinion program in LAC, as well as a South Florida concierge obstetrics network that is being launched for wealthy international patients from all over the world.
MTT: Will you be focusing primarily on the Latin American and Caribbean market?
RR: Yes, on the business development side.
On the operations side, I can help an institution with systems anywhere.
MTT: Do you ever project the number of patients that a hospital can expect to see as a result of your work?
RR: That’s very complicated because each one is different.
I generally tell hospitals that with any kind of reasonable investment, it’s almost impossible to lose.
The facilities need to put functioning systems in place and market what makes sense.
MTT: What type of service do you usually recommend?
RR: It depends on the hospital.
I always recommend marketing major specialty services-neurology, spine surgery, high end orthopedics, etc.-but part of the match is marketing the services that individuals don’t have access to in their home location.
For example, if a facility is marketing cardiology in Guatemala, it will be successful. But, if a facility is marketing cardiology in Panama, it won’t be successful because that country already has great cardiology care.
Also, I try to match natural patterns when suggesting marketing tactics. New York has a lot of Dominican and Puerto Rican residents, so naturally there’s a lot of infrastructure and family ties to that location. It is only logical that a Dominican will want to come to New York for care.
MTT: How do most of the patients pay for treatment?
RR: The international insurance market has become very sophisticated. Currently, 85 percent of patients come insured.
I would say only those who are extremely wealthy or who failed to get an international insurance policy are cash paying.
You also get the cash paying customers for treatment that is not urgent or critical, like plastic surgery.
MTT: So collections are not a problem for the hospitals?
RR: If cases are handled incorrectly, the hospital can lose a lot of money.
The most important, non-negotiable advice I give hospitals is to always have professional case management involved.
A professional has to be responsible for assuring that the proper coverage and benefits are in place to make sure nothing preventable can go wrong.
MTT: Do individuals pay in advance?
RR: The cash paying patients are generally required to pay in advance.
I’d say most patients, unless they have a strong relationship with the hospital already, put some money down in advance.
The goal of these programs is to bring new revenue to the hospitals, and there is no purpose in having these programs if there is no money to be made.