Full-Time
Medical Director Risk Management
Posted on 2/28/2026
Ohiohealth
Faith-based nonprofit health system with hospitals
No salary listed
Columbus, OH, USA
In Person
 Medical, Clinical & Veterinary (1) |
|---|
- Doctor of Osteopathic Medicine, Medical DoctorOLP - Ohio Licensed Physician - Ohio Medical Board
- Experience in peer review, quality and safety
- Work Shift: Day
- Scheduled Weekly Hours : 40
- Department: Legal
- The MDRM will provide expert medical analysis of incidents, risk matters, and claims and may interact with patients and family regarding the same.
- The MDRM’s general function is to be the primary medical expert/resource/advisor to the Risk Management department and the Office of the General Counsel (OGC).
- This will include interaction with in-house lawyers and outside malpractice defense counsel on incidents and claims as requested.
- The MDRM will regularly attend the Risk Management/OGC Reserves meetings and provide advice and input on standard of care in connection with claims against OhioHealth for medical malpractice.
- The MDRM, in conjunction with the other OhioHealth Risk Managers, may from time to time cooperate and provide information and expertise to the Quality and Patient Safety and Peer Review staff and leadership to help manage risk and prevent patient care errors.
- The MDRM will be the primary medical expert reviewer of incidents and potentially compensable events (PCEs) as part of the OGC/RM 'Significantly Involved Provider' (SIP) program and provide SIP analyses to the Risk Managers and OGC lawyers managing litigation.
- For Grant Medical Center (GMC) and Riverside Methodist Hospital (RMH), the MDRM will: Support, through collaboration with Patient Experience/Customer Service, the patient grievance process.
- In that regard, the MDRM will assist in or provide case evaluations, disclosures, review patient concerns and safety events, and make periodic calls and visits to patients and families when a physician or administrative representative is needed.
- The MDRM will attend the grievance committee meetings at GMC and RMH and participate in related system activities as appropriate.
- Support the campus VP of Clinical Affairs and collaborate with hospital leadership on matters affecting patient services.
- Oversee the system patient rights hotline and perform medical record reviews for potential patient harm as needed.
OhioHealth runs a not-for-profit, faith-based health system that operates 16 hospitals and 200+ care sites across 50 Ohio counties, supported by more than 35,000 associates, providers, and volunteers. It delivers inpatient, urgent, primary, and specialty care through an integrated network that coordinates preventive, outpatient, and hospital services. Its not-for-profit, faith-based identity, broad Ohio coverage, and strong employer and community trust distinguish it from many competitors who prioritize profit. Its goal is to improve the health of people in its communities by providing accessible, comprehensive healthcare across its network.
Company Size
N/A
Company Stage
N/A
Total Funding
$13.9M
Headquarters
Columbus, Ohio
Founded
N/A
Simplify's Take
What believers are saying
- Abridge expansion to oncology and heart care boosts clinician focus on patients over screens.
- Morrow County telehealth hospitalists since December 2025 reduce rural patient transfers.
- $226M cancer center groundbreaking March 2026 centralizes outpatient care by late 2028.
What critics are saying
- DOJ and Ohio AG antitrust suit filed February 22, 2026, blocks all-or-nothing insurer contracts.
- Rivals adopt ALERT AI, eroding OhioHealth's cardiac detection edge within 12-18 months.
- Insurers exclude high-cost OhioHealth hospitals post-suit, shifting volume to Cleveland Clinic.
What makes Ohiohealth unique
- ALERT trial AI flags echocardiograms for aortic stenosis across five systems, accelerating 90-day procedures.
- Scales Abridge AI to 200+ sites, cutting clinician cognitive load 59% and after-hours notes 28%.
- Dublin Methodist verified Level III Trauma Center by ACS on March 16, 2026, treating 1,200 patients.
Help us improve and share your feedback! Did you find this helpful?
Benefits
Performance Bonus
Company News
OhioHealth Morrow County adds telehealth hospitalists. Overview: A new era of care at Morrow County Hospital. OhioHealth Morrow County Hospital in Mount Gilead, Ohio, has launched a bold new approach to inpatient care. The hospital partnered with Columbus-based MedOne Healthcare Partners, a hospitalist group, to deliver 24/7 physician support through telehealth capabilities. This partnership marks a significant step forward. It allows the hospital to keep more patients local, reducing costly and stressful transfers to larger facilities. Furthermore, the shift represents a growing national trend. Hospitals - especially critical access facilities - increasingly turn to telehealth hospitalists to strengthen their clinical teams. Morrow County Hospital now stands at the forefront of this movement in Ohio. How the telehealth hospitalist model works. A seamless two-layer care approach. The care model at Morrow County Hospital blends in-person and virtual support. When a patient arrives, a nurse practitioner or physician's assistant from MedOne meets them in person. At the same time, OhioHealth Emergency Department staff also assess the patient. Next, the advanced practice provider contacts a MedOne physician via laptop. That physician then conducts a remote evaluation. This dual-layer approach means patients receive expert attention quickly. Moreover, it creates immediate collaboration between the bedside team and the remote doctor. Around-the-Clock physician availability. Previously, around-the-clock physician coverage posed challenges for smaller hospitals. Now, Morrow County Hospital delivers 24/7 support through MedOne's telehealth platform. Nurses or patients can page the on-call physician at any hour. If needed, the doctor joins a screen-based visit to evaluate the situation directly. This level of responsiveness was not always possible before the partnership launched in December. Key benefits for patients and the community. Fewer patient transfers. One of the most impactful outcomes is a reduction in unnecessary transfers. In the past, some patients moved to larger hospitals simply because of a perceived need for additional testing. Today, MedOne physicians - many of whom trained at tertiary care centers - can guide those decisions remotely. As a result, more patients stay close to home and receive quality care within their community. Experienced specialists at every bedside. MedOne's clinical team brings deep experience from quaternary and tertiary care environments. Several advanced practice providers also hold ICU training. This level of expertise benefits rural patients. It gives them access to sophisticated clinical knowledge without requiring them to travel far for treatment. Stronger er-hospitalist collaboration. Additionally, the model improves teamwork within the hospital itself. The telehealth physician communicates directly with the emergency department physician. This three-way collaboration - bedside provider, remote physician, and ER doctor - creates a more coordinated care experience. Consequently, clinical decisions happen faster and with greater confidence. Expert voices: what physicians say. Dr. Joey saliba, medical director, MedOne at Morrow County. Dr. Saliba addressed concerns about whether telehealth reduces the quality of care. "We're not taking away services by doing this," he said. Instead, the model adds a layer of expertise. "When we set up a telehealth visit, I'm talking directly to the ER physician, and that collaboration has been excellent." He emphasized that both on-the-ground staff and remote physicians work as one team. Dr. Grant galbraith, associate director of medical affairs. Dr. Galbraith highlighted the connectivity advantage. He explained that having a group based at a tertiary care hospital connects Morrow County to a broader network. "Patients that may have been transferred because of need for testing may now be able to stay and receive telehealth services directed by experts in the tertiary care centers," he noted. Dr. Alex kaple, Emergency Department medical director. Dr. Kaple underscored the practical simplicity of the system. "If a patient has a concern, you page the physician on call," he said. "They can hop on the screen and actually evaluate the patient and talk with them." This ease of access makes the telehealth model genuinely functional in a busy emergency environment. Why this model matters for rural Healthcare. Rural hospitals across the United States face a growing physician shortage. Meanwhile, patient volumes and clinical complexity continue to rise. Telehealth hospitalist programs offer a practical solution. They extend the reach of skilled physicians without requiring full-time, on-site staffing. Morrow County Hospital's experience illustrates what is possible. Thanks to its OhioHealth membership - official since January 2025 - the facility now taps into a network of resources previously unavailable. Telehealth connectivity is just one part of a broader transformation that also includes expanded MRI capacity, new PET scanning capabilities, and a planned EPIC electronic records system launch. Looking ahead: telehealth and community care. The MedOne partnership reflects a wider shift in how hospitals approach care delivery. Telehealth is no longer a backup option. Instead, it functions as a primary tool for clinical decision-making and patient management. Moreover, both organizations express confidence in the model's long-term value for the Mount Gilead community. As telehealth technology continues to improve, partnerships like this one will likely multiply. For small and mid-sized hospitals, the ability to connect patients with specialist-level knowledge in real time is a critical advantage. OhioHealth Morrow County Hospital has demonstrated that geography need not limit the quality of care a patient receives.
OhioHealth Van Wert Hospital named among nation's Top 20 Rural and Community Hospitals. OhioHealth Van Wert Hospital has been named one of the nation's Top 20 Rural and Community Hospitals by the National Rural Health Association (NRHA), recognizing the hospital's strong performance in delivering high-quality care to the community it serves. Van Wert Hospital is the only hospital in Ohio to receive this distinction. The designation is based on an evaluation conducted by The Chartis Center for Rural Health using the Chartis Rural Hospital Performance INDEX, a comprehensive and objective assessment of rural prospective payment system (PPS) hospital performance across the United States. The Top 20 Rural and Community Hospitals represent the highest performers among the hospitals named to the Top 100 Rural and Community Hospitals list. Hospitals were assessed across eight pillars of performance: * Inpatient Market Share * Outpatient Market Share * Quality * Outcomes * Patient Perspective * Cost * Charge * Finance "This recognition reflects the incredible work of our entire team," said Paula Stabler, president of OhioHealth Van Wert Hospital. "Our focus has always been on serving our patients and community with compassion and excellence, and I'm proud that our efforts are being acknowledged on a national level." An official recognition by the National Rural Healthcare Association will take place at its annual rural health conference in May. About the National Rural Health Association The National Rural Health Association is a national nonprofit membership organization with more than 20,000 members. The association provides leadership on rural health issues through advocacy, communications, education and research and works to improve the health and wellbeing of rural Americans. About the Chartis Rural Hospital Performance INDEX The Chartis Rural Hospital Performance INDEX uses publicly available data from the Centers for Medicare & Medicaid Services to compare rural and Critical Access Hospitals across market, value-based and financial performance indicators. The INDEX evaluates 36 indicators across eight pillars to provide a comprehensive view of rural hospital performance and serves as the foundation for many of rural healthcare's most prominent awards.
The American College of Surgeons verifies OhioHealth Dublin Methodist Hospital as a Level III Trauma Center. On Monday, March 16, OhioHealth Dublin Methodist Hospital celebrated its recent verification from the American College of Surgeons (ACS) as a Level III Trauma Center, marking a significant milestone for the hospital and the growing community it serves. "Achieving Level III Trauma Center verification status reflects our commitment to meeting the needs of our community close to home," said Cherie Smith, PhD, MBA, RN, president of OhioHealth Dublin Methodist Hospital and OhioHealth Grady Memorial Hospital. "This designation ensures patients have timely access to high-quality trauma care right here in Dublin." The State of Ohio mandates a provisional period of operation before trauma programs can receive final verification. In November 2024, the state of Ohio granted the hospital Provisional Level III Trauma Center status[HJ1], making it the first and only trauma center in the Dublin community, including the state Route 33 corridor. "In Ohio, trauma centers are initially granted provisional status. Following this provisional period, the center must then undergo verification to continue to operate as a trauma center," said Jason Straus, MD, FACS, trauma medical director at OhioHealth Dublin Methodist Hospital. "During this verification, expert trauma surgeons from the American College of Surgeons Committee on Trauma evaluated the program over two days. The Dublin Trauma Program met all standards for Level III trauma center verification. Dr. Straus also serves as a reviewer for the American College of Surgeons and evaluates trauma programs across the country. In Ohio, all trauma centers must be verified by the American College of Surgeons. Trauma centers are designed to provide specialized resources for the injured patient to minimize the time needed to deliver definitive care and to support recovery. The Dublin Trauma center treats a wide variety of injuries to the brain, chest, abdomen, spine, and extremities. This designation aligns with Dublin Methodist's ongoing expansion project, the largest since the hospital opened in 2008. The expansion will increase inpatient and critical care capacity while also strengthening trauma services. Straus said the hospital's mission is to keep care local. There is, however, a small fraction of patients that require additional resources. In these cases, patients are stabilized and then transferred within the system to OhioHealth Riverside Methodist Hospital or OhioHealth Grant Medical Center, both part of the OhioHealth Trauma Network. Dublin Methodist saw almost 1,200 patients in calendar year 2025. As a system, OhioHealth treats over 16,000 trauma patients from almost every county in the state. "It's important for Dublin Methodist to match the needs of the community, and as the community grows, unfortunately more people get injured during day-to-day life," Straus said. "So, it's important to have a hospital in this area that has the specialized capabilities to take care of injured patients effectively." Falls and motor vehicle collisions are the hospital's two most common mechanisms of injury, Straus said. "It's prevalent in every trauma center, but more so in Dublin based on our demographics. The older adult population is more prone to these types of injuries." Trauma care requires coordination across multiple disciplines and departments. Physicians from various specialties work in collaboration from the moment a patient arrives. "In the trauma world, we like to say that trauma is a team sport," Straus said. "In addition to physicians from multiple specialties, advanced practice providers and nursing staff both provide the continuum of trauma care from emergency department admission to discharge from the hospital." In addition, trauma care extends beyond providers and nursing staff. Pharmacists, therapists, and social workers also collaborate to support patient recovery both while in the hospital and as they reenter the community. Straus said the trauma program's mission also includes education and outreach efforts throughout the community. "We provide trauma education to our EMS partners and the greater Dublin region. The program's outreach efforts are directed to prevent injury from falls, motor vehicles, and firearms. Dublin Trauma also offers Stop the Bleed training, a program that empowers community members to administer lifesaving care prior to the arrival of EMS," Dr. Straus said.
OhioHealth breaks ground on $226M cancer center. March 17, 2026- Construction for the new cancer center at OhioHealth's administrative campus (located at 3430 OhioHealth Pkwy.) began this month with the installation of construction fencing to enclose the surface parking lot south of the campus. The project's completion date is estimated for late 2028. The $226 million outpatient cancer center, according to Becker's Hospital Review, will be built on the south side of the campus and will be five stories and approximately 199,000 square feet. It will connect to the first through fourth floors of the administrative campus. The cancer center provides a new, centralized destination for outpatient cancer care, allowing OhioHealth to relocate services and programs from OhioHealth Riverside Methodist Hospital and the Bing Cancer Center to create a seamless experience for its patients.
Last week in antitrust litigation (#050). Week of February 23, 2026 Top Takeaways * Brand and Contract Strategies Face Antitrust Challenges: Lawsuits against UGG owner Deckers and OhioHealth allege companies used litigation and restrictive contracts to block lower-cost rivals, highlighting risks in aggressive IP enforcement and network design. * Sports Industry Litigation Expands: Consumers sued the UFC over pay-per-view pricing, and a court temporarily blocked an NCAA eligibility rule - showing that sports governance remains a hotbed for antitrust claims. * Courts Focus on Real Competitive Harm: Judges dismissed claims that lacked clear evidence of market foreclosure but allowed credible exclusive-dealing allegations to move forward, emphasizing proof of competition-wide impact. New Cases Filed Last Brand, Inc. v. Deckers Outdoor Corp. (N.D. Cal. Feb. 20, 2026): Last Brand, Inc. sued Deckers Outdoor Corporation alleging Deckers engaged in attempted monopolization in violation of Section 2 of the Sherman Act by systematically filing sham trade dress lawsuits to exclude competition in the U.S. market for sheepskin- and shearling-lined casual footwear. The complaint alleges Deckers, the owner of the UGG(R) brand, uses template-driven, boilerplate complaints asserting unregistered and allegedly generic product-design trade dress - covering common features such as suede exteriors, shearling linings, rounded toes, and thick soles - to impose litigation costs, force product withdrawals, and deter lower-priced competitors. Plaintiff contends that Deckers continued filing materially identical trade dress claims even after a federal court held two of those asserted designs generic and unprotectable, demonstrating that the purpose of the litigation campaign is to raise rivals' costs and maintain supracompetitive pricing rather than to vindicate legitimate intellectual property rights. United States v. OhioHealth Corp. (S.D. Ohio Feb. 20, 2026): The United States and the State of Ohio sued OhioHealth Corporation alleging it unlawfully restrains competition in violation of Section 1 of the Sherman Act and Ohio's Valentine Act by imposing contractual restrictions on commercial insurers that block the offering of lower-cost, budget-conscious health plans. The complaint alleges OhioHealth, the dominant hospital system in the Columbus area, uses its market power to require insurers to include all OhioHealth facilities in their networks and to prohibit plan designs that steer patients toward lower-cost rival hospitals or provide price transparency, thereby insulating OhioHealth from price competition. According to the government, these restrictions prevent the development of narrow networks, tiered networks, centers-of-excellence arrangements, and other cost-saving plan features, resulting in higher premiums, higher out-of-pocket costs, reduced patient choice, and diminished competition on price and quality among hospitals in the Columbus region. Costantino v. Zuffa LLC (D. Nev. Feb. 26, 2026): Plaintiffs filed a putative class action against Zuffa LLC, TKO Group Holdings, Inc., TKO Operating Company, LLC, and Endeavor Group Holdings, Inc., alleging monopolization and attempted monopolization of the market for pay-per-view-level mixed martial arts events in violation of, among others, the Sherman Act and various state antitrust laws. The complaint alleges that defendants secured and maintained monopsony power over top-ranked fighters through exclusive contracts and retaliatory practices, eliminated or acquired rival promotions, refused cross-promotion, and leveraged that control to dominate the market for premium MMA events distributed via pay-per-view and streaming platforms, resulting in supra-competitive pricing for events and related subscriptions. According to plaintiffs, this conduct foreclosed competition, suppressed rival promotions, and enabled defendants to raise, fix, and maintain inflated prices for pay-per-view events and streaming services carrying UFC content, thereby harming consumers by depriving them of competitive alternatives and lower prices. The follow-on cases that were filed are: * Arbit v. PepsiCo, Inc. (S.D.N.Y. Feb. 20, 2026) (alleging conspiracy that artificially inflated prices of Pepsi products like in Gelbspan v. PepsiCo Inc. (S.D.N.Y. Dec. 15, 2025)) * Ridley v. NCAA (D. Nev. Feb. 20, 2026) (alleging NCAA's eligibility rules are anticompetitive like in Elad v. NCAA (D.N.J. Mar. 20, 2025)) * Coly v. NCAA (N.D. Ind. Feb. 20, 2026) (same) * Healthcare Just. Coal., LLC v. Blue Cross Blue Shield Ass'n (N.D. Cal. Feb. 25, 2026) (alleging market allocation and price-fixing in health insurance industry like in CommonSpirit v. Blue Cross (N.D. Ill. Mar. 4, 2025)) * Hunter v. Epiq Sys., Inc. (D.N.J. Feb. 25, 2026) (alleging conspiracy to inflate class action administration costs and suppress payouts to class members like in Tejon v. Epiq Sys., Inc. (S.D. Fl. May 29, 2025)) * Sovrn Holdings Inc. v. Google LLC (S.D.N.Y. Feb. 25, 2026) (alleging Google monopolized the ad server and ad exchange markets like in United States v. Google LLC (E.D. Va. Jan. 24, 2023)) * Los Angeles Times Commc'ns LLC v. Google LLC (S.D.N.Y. Feb. 25, 2026) (same) * Utah Med. Ass'n v. MultiPlan, Inc. (N.D. Ill. Feb. 26, 2026) (alleging price-fixing conspiracy amount health insurers and third-party administrators like in In re Multiplan Health Ins. Provider Litig. (N.D. Ill.)) * Pa. Med. Soc'y v. MultiPlan, Inc. (N.D. Ill. Feb. 26, 2026) (same) Dispositive Orders and Verdicts Blythe v. NCAA (D. Nev. Feb. 20, 2026): In this case alleging that the NCAA's Five-Year Rule unlawfully restrains trade in violation of Sherman Act § 1 in the Division I collegiate baseball labor market by barring a former non-DI player from competing at a Division I school, the court granted plaintiff's motion for a preliminary injunction. The court reasoned that (a) the Five-Year Rule is commercial in nature and operates as a horizontal restraint in a Division I baseball labor market in which the NCAA possesses significant market power, (b) the rule has substantial anticompetitive effects by foreclosing qualified athletes from accessing Division I compensation and opportunities without sufficient procompetitive justification and with less restrictive alternatives available, and (c) the plaintiff demonstrated irreparable harm and that the balance of equities and public interest favored enjoining enforcement pending adjudication. Fluorofusion Specialty Chems., Inc. v. Chemours Co. FC (E.D.N.C. Feb. 20, 2026): In this case alleging a conspiracy and exclusive dealing arising from Chemours' and Koura's alleged conditioning of R-454B refrigerant sales on branding restrictions and tied purchases in the U.S. refrigerant markets, the court granted defendants' Rule 12(b)(6) motions. The court reasoned that (a) plaintiffs failed to plead antitrust injury because their alleged harm stemmed from unsuccessful contract negotiations and branding restrictions rather than market-wide foreclosure or competition harm, (b) the complaint did not plausibly allege an agreement or conspiracy between vertically related defendants or a dangerous probability of monopolizing the broader refrigerant market, and (c) allegations of tying, exclusive dealing, patent misrepresentation, and refusal to deal were insufficient to show substantial foreclosure or willful maintenance of monopoly power in the R-454B market. Duraplas, LP v. Diversitech Corp. (N.D. Tex. Feb. 25, 2026): In this case alleging that DiversiTech engaged in exclusionary and coercive conduct to maintain its monopoly in the U.S. market for HVAC/R pads, the court granted in part DiversiTech's motion to dismiss. As to the antitrust claims, the court found that plaintiff (i) plausibly alleged de facto exclusive dealing arrangements foreclosing a substantial share of the market, (ii) failed to sufficiently allege anticompetitive conduct based on patent enforcement efforts and threats of loss of rebates and access to products, and (iii) sufficiently alleged antitrust injuries flowing from defendants' alleged anticompetitive conduct. *** *** *** If you have any antirust questions or would like more information about any of these matters, please contact one of the following authors: This newsletter has been prepared by Kressin Powers LLC for educational and informational purposes only regarding recent legal developments and does not constitute advertising or solicitation. No legal or business decision should be based on its content. Neither this publication nor the lawyers who authored it are rendering legal or other professional advice or opinions on specific facts or matters, nor does the distribution of this publication to any person constitute the establishment of an attorney-client relationship. Those seeking legal advice should contact a member of the Firm or legal counsel licensed in their jurisdiction. The invitation to contact is not a solicitation for legal work under the laws of any jurisdiction in which Kressin Powers LLC lawyers are not authorized to practice. Confidential information should not be sent to Kressin Powers LLC without first communicating directly with a member of the Firm about establishing an attorney-client relationship.