1969
Tenet, through its predecessor company National Medical Enterprises (NME), conducts its initial public offering of common stock. A portion of the net proceeds from the stock sale are used to buy four general hospitals, including Doctors Medical Center of Modesto, as well as the land that now houses Lakewood Regional Medical Center and some additional care facilities. Depicted in the picture is vice president Dallas Riddle with a model of the expanded medical complex under construction in Modesto, California.
1973
1980
1982
Four operating groups are established: international, hospitals, nursing homes, and medical products and services.
Pictured: Nacogdoches Medical Center
1988
NME responds to changing patient needs by adding services, such as open heart surgery, cardiac catheterization and additional obstetric units in selected hospitals.
1990
NME is one of the nation’s largest hospital care service providers with more than 45,000 employees and 146 hospitals. American Medical International (AMI), another large healthcare system, undergoes a leveraged buyout and moves its headquarters from Beverly Hills, CA to Dallas, TX.
Pictured: Workers building a new NME care facility.
1995
NME doubles the company’s size by acquiring American Medical International (AMI) for $3.3 billion, and changes the company’s name to Tenet Healthcare.
1996
Tenet announces the acquisition of OrNda HealthCorp. As noted by the Wall Street Journal, the transaction would "create a hospital chain with $8.5 billion in revenue and 126 hospitals in 22 states."
1998
USPI is founded by Don Steen and Welsh, Carson, Anderson & Stowe. The company acquires its first facility in Barcelona, Spain. Later in the year, USPI acquires its first U.S. facilities in Tennessee, Missouri and Alabama. Depicted above is an ASC in Middle Tennessee.
1999
USPI forms one of its first health system partnerships with Baylor Health Care System.
Pictured: Baylor University Medical Center in Dallas.
1999
Tenet launches Broadlane from its existing materials management department to provide supply chain and cost management services to Tenet hospitals and other providers.
2001
USPI completes a successful IPO.
Pictured: USPI employees at one of the company’s first conferences.
2004
Tenet moves its headquarters from Santa Barbara to Dallas.
2008
Tenet launches Conifer Health Solutions from its existing patient financial services operations. The company will offer revenue-cycle management and clinical communications services to other hospitals, including those within Tenet’s portfolio of operations (53 at the time of the announcement).
2008
2009
Tenet begins targeted outpatient investment program to create additional access points in convenient locations for patients. This involves the expansion of outpatient networks in hospital markets, including ambulatory surgery centers, urgent care, imaging and off-campus EDs.
2010
Tenet launches the Care Fund to provide support for team members in need. The Care Fund is a 501(c) (3) public charity that provides financial assistance to Tenet employees who have experienced hardships due to events beyond their control, including natural disasters and extended illnesses or injuries.
2012
Conifer signs partnership agreement with Catholic Health Initiatives (CHI) to provide revenue cycle management services for more than 50 of CHI’s hospitals across the nation. CHI also takes a minority ownership position in Conifer as part of the transaction. That same year, Conifer expands Value-Based-Care services.2013
Tenet acquires Vanguard Health Systems, significantly expanding the hospital operations footprint and taking the company into new geographic markets, such as San Antonio, Phoenix and Detroit. The transaction expands Tenet’s total ownership to 79 hospitals (from 49) and 157 outpatient facilities.
2014
Conifer acquires SPi Healthcare, a provider of revenue cycle management, health information management and software solutions for independent and provider-owned physician practices.
2014
Tenet expands the Healthy Over Hungry Cereal Drive into a national program to provide healthy breakfast options to those struggling with hunger, especially children. The drive was launched in 2010 by Pam Taurence, a nurse at the Detroit Medical Center.
2015
Tenet and USPI combine to create the largest ambulatory surgery platform in the country. This transaction significantly changes Tenet’s strategic pathway, adding ambulatory capabilities and high-quality facilities in both existing and new markets. The initial transaction allows Tenet to take a majority stake in USPI with a path to increase ownership over the next few years.
2018
Tenet launches a first-of-its-kind grassroots marketing campaign under the tagline “Community Built on Care.” The program highlights Tenet’s commitment to providing compassionate care to the many diverse communities we serve. The advertisements feature employees across the nation.
2019
In May, Tenet celebrates its 50th anniversary and rings the opening bell at the New York Stock Exchange. This momentous occasion recognizes the lasting impact of Tenet and its predecessors over the years, as well as the way the Company has evolved in lockstep with community need.
2019
Additional milestones in 2019 include: launching a new brand, mission, vision and values, creating a single sense of purpose for the organization; opening a Global Business Center in Manila, Philippines; and moving the company's corporate headquarters to North Dallas, bringing together teams from three businesses into one HQ.
2020
Tenet faces the biggest public health emergency in its existence, COVID-19, responding with strength and perseverance. Team members across the country work together to adapt to a fluid and uncertain environment. We stand together with communities around the country to thank and honor our healthcare heroes.
December 2020
Tenet acquires premier ambulatory surgery musculoskeletal portfolio through the addition of 45 ASCs from SurgCenter Development.
The transaction expands USPI’s industry-leading platform, complementing its presence in existing markets and adding entry at scale in new markets.