Kelvin L. Parks, M.A. | CEO and COO, Multi-Site Enterprise Operations

The Record

Sixteen years of executive accountability, all of it under somebody’s microscope.

I have spent my career running organizations that answer to somebody: a board of directors, a cabinet Secretary, a congressional committee, a state regulator, a union, and the public. The budgets ranged from $170 million to $580 million. The workforces ranged from 1,300 to more than 3,000. The scrutiny never let up, and neither did the requirement to deliver.

My executive staff reported across Finance, Human Resources, Information Technology, Logistics and Contracting, Facilities Engineering, and the Business Office. I built the internal controls, the capital program, the performance dashboard, and the operating rhythm that made those functions hold together. When a first-of-its-kind federal investigation put my organization on the front page, I stood in front of the community for fifty-two consecutive weeks and did not lose accreditation, the workforce, or a single major community relationship.

Before any of that, I served twenty years in the United States Navy and retired as a Chief Petty Officer. That is where the operating discipline came from.

What I Own

Six functions, carried at the same time, for sixteen years.

Operations and Organizational Performance

Day-to-day operations across multi-site enterprises in up to three states, with the operating rhythm, escalation discipline, and performance reporting that keep a dispersed organization aligned.

Finance, Budgeting, Contracts and Procurement

Budgets from $170 million to $580 million, contracting and procurement authority, internal control infrastructure, and audited compliance reporting to national oversight.

Capital Programs, Facilities and Infrastructure

A $93.6 million portfolio of seven concurrent projects across 140,000 square feet, plus a $10.5 million non-recurring maintenance portfolio, delivered on scope and within budget.

Workforce, Organized Labor and Culture

Recruitment, retention, succession, organized labor relations, and measured culture change. Engagement moved 16.2 points to the top tier nationally while the workforce grew from 1,382 to 1,610.

Emergency Management and Continuity

ICS-400 qualified Incident Commander. Stood up an incident command center under national scrutiny and ran continuity of operations for an enterprise serving 60,000 people.

Governance, Transparency and Public Oversight

Briefed congressional committee staff and national media on the record. Authored an executive decision memorandum recorded in the 2010 National Defense Authorization Act.

Experience

Thirty-one years, and the last sixteen in the chair.

C³PT Executive Solutions

2025 – Present

Founder and Principal | Interim and Fractional Chief Executive

Service-Disabled Veteran-Owned Small Business · Public agencies, multi-site operators, and mission-driven organizations · Nationwide

Serves as interim and fractional chief executive for organizations in leadership transition, assuming full operational, financial, and governance accountability on a defined timeline.
Advises boards and executive teams on strategic plan development, organizational effectiveness, internal controls, performance dashboards, and executive succession.

Select Medical | Select Specialty Hospitals

2022 – 2025

Enterprise Interim Chief Executive Officer

Simultaneous enterprise interim chief executive accountability across multiple operating campuses in multiple states · Full P&L from sub-breakeven to 12%+ EBITDA · Joint venture governing board voting member

Drove EBITDA from sub-breakeven to more than 12 percent at every engagement through disciplined P&L management, a 30 percent reduction in contract labor, and revenue cycle optimization, with full budget, regulatory, and governance authority from day one.
Reduced contract labor 30 percent and improved frontline retention 20 percent, saving roughly $1.2 million annually per site, and achieved agency-free staffing for the first time in over a decade at the Orlando North campus.
Rebuilt leadership structures and external partnerships within 60 days at every engagement, restoring volume growth, market credibility, and satisfaction scores by 23 points, and returning national accreditation standing that was in jeopardy.

Veterans Health Care System of the Ozarks

2018 – 2022

Chief Executive Officer | Medical Center Director

Academically affiliated multi-site public enterprise · 7 community locations across Arkansas, Missouri, and Oklahoma · $500M–$580M budget · 1,600+ FTEs · 60,000+ served annually · Senior Executive Service

Managed $500M to $580M budgets with 100 percent compliance across all 13 nationally tracked financial indicators for four consecutive years, the only enterprise in the regional network, and more than $17 million in operating cost avoidance.
Served as the public face of the enterprise through a first-of-its-kind federal investigation, holding 52 consecutive weekly public town halls and briefing congressional committee staff and national media on the record.
Built the first joint venture in the organization’s history, avoiding $7 million in capital while expanding public access, and secured a $28 million program investment.

Veterans Health Care System of the Ozarks

2016 – 2018

Chief Operating Officer | Associate Medical Center Director

$500M+ tri-state integrated enterprise · Direct reports: Finance, Human Resources, Business Office, Information Technology, Logistics, Facilities

Directed a $93.6 million capital portfolio of seven concurrent projects across 140,000 square feet, all on scope and within budget.
Standardized shared-services operations across Finance, Human Resources, Business Office, Information Technology, and Logistics, building the internal control infrastructure that delivered 100 percent financial compliance.

Manchester VA Medical Center

2014 – 2016

Chief Operating Officer

$170M operating budget · 30-bed residential care facility · Four community service locations · 1,300+ employees · 30,000+ constituents served statewide

Stabilized operations and restored access metrics during the highest-scrutiny period in the agency’s national history, under direct congressional and White House oversight.
Managed a $10.5 million non-recurring maintenance construction portfolio and built the region’s first 5-Star Experience Office as the single accountability point for customer experience and service recovery.

Captain James A. Lovell Federal Health Care Center

2008 – 2014

Assistant Chief Operating Officer | VA/DoD Integration Project Manager

Nation’s first fully integrated VA/DoD federal enterprise · $500M enterprise · 3,000 VA and Navy staff · 140,000 beneficiaries and 49,000 Navy recruits · 3 military branches

Led the first full staff integration between two cabinet-level departments in U.S. history, designing the single organizational structure and six directorates, and mapping 533 positions with zero workforce disruption and $11 million in documented cost avoidance.
Authored the Transfer of Personnel Executive Decision Memorandum recorded in the 2010 NDAA, memorialized in an Executive Agreement signed by the Secretaries of Defense and Veterans Affairs and the Secretary of the Navy, and crafted legislative language enacted into law.

United States Navy

20-Year Career

Chief Petty Officer, Yeoman (Aviation Warfare), Retired

Operations, administration, training, and standards enforcement · Flag writer for four admirals

I run complex public enterprises.