Maggie Henjum owns and operates 7 physical therapy clinic sites in Minnesota and Utah. She also owns an MSO (Therapy Partners) which manages the infrastructure of 60 clinics throughout Minnesota and Wisconsin. Maggie got her doctorate in physical therapy from UC-Denver, and her fellowship from EIM. She teaches at the University of Minnesota in their DPT program which stokes her love for education within independent private practices.

Candidate Statement

I own Motion, physical therapy clinics in Utah and Minnesota and Therapy Partners, an MSO based in Minnesota managing 27 other companies. I spend part of my time treating, small part of my time teaching, and the remaining time running and managing the clinics and companies – in between I laugh with my three-year-old and awesome spouse.

I am a member of Young Professionals Organization (YPO), payment committee at the APTA Minnesota, and am an advisor to many other smaller companies both through Therapy Partners and YPO. Also, I own an investment company for healthcare tech where we invest and advise companies toward success. Mostly, I love collaborative work and have always reminded myself that often in lieu of difficult problems, its more about the who vs. the how.

As treasurer, my role is less to identify opportunities but rather use my experience that will fold into the President’s initiatives and support the organization’s mission. With that said, below is what I identify as critical issues, and more important – how I can support the outcome. I run and operate a strong culture in my clinics, per Gallup reports, we are top 10% of companies registered in their systems. As I own and operate 8 entities, commercial real estate, a seed start up for health tech investment LLC, brick and mortar clinics, and an MSO. Financials and budgets and tending to these are imperative. I often say, it’s my job to keep the company afloat and secondly to maintain culture stitched into that. Financials shouldn’t drive decision making but rather support the mission and enhance the opportunities of the organization. I practice with this muscle daily, in 8 different environments.

What is nice about building a clinic from the ground up is that in my early days, I was dashboarding, budgeting, managing basic accounting, forecasting, and drinking through a fire hose. Now, operating the 8 companies, I have set up a team to support this and sit in board seats to be able to navigate operational opportunities together but have learned amazing skills on guiding finance to encourage mission.

APTA Challenges:

                Clinic Staffing & engagement - Defining our purpose and mission and tying all things back to that. Giving resources to clinics to attract talent, programs to support maintaining them (benefits, loan reimbursement, compensation structures) and helping clinics support earlier credentialing programs to resolve barriers to hiring.

                Payment & reimbursement - Involvement in establishing ideal contracts, grant programs to offset saying “no” to the contract that effects their communities negatively, and black boxing payments to assist in providers managing their contracts annually to make sure that they can increase and engage their employees.

Again, reviewing norms and benchmarking them internally drills back to durability and that fits into a financial statement.

                Reducing provider burden both administratively and financially - Defining barriers to care, authorizations and referrals and creating standards of practice that are acceptable with score carding payer engagements can help our clinics chose what works best for them quickly and easily. We can support, encourage, and discuss what is acceptable and what is not to create barriers to entry to care.

In all of these, I would love to be a part of the solution - creating a strategy and plan and discussing “who not how” we get there. Who do we need to get in the room, who do we need to involve creating solutions and professional engagement to mobilize together to achieve the above. I am not a fan of saying, “I can fix this” – I cannot, but I can be a part of the conversation, I can enhance and encourage traction on issues, I can introduce a network of people to support these initiatives, and I can try.