Bill Murray plans to use his extensive background in finance and healthcare operations to advance Allied OMS as a leader in the field.
Mr. Murray was appointed CFO of the company in September. He has more than 25 years of experience in financial transactions, healthcare operations and international management, most recently serving as COO of Curis Functional Health.
Mr. Murrary recently spoke with Becker’s to discuss his new role.
Note: Responses were lightly edited for clarity and length.
Question: What inspired you to join Allied OMS in this role?
Bill Murray: I have always reveled in working with smart surgeons, and Allied OMS’ structure immediately stood out to me. Unlike traditional platforms, Allied is majority owned and governed by surgeons. That distinction is fundamental — it ensures that clinical priorities and financial outcomes move in lockstep, with every decision centered on patient care. I was also impressed by the caliber of the Allied team — ambitious, forward-thinking, and seasoned with the right mix of experience and resilience. This combination made the decision to join Allied both compelling and exciting.
Q: How do you plan to use your past experience working at other companies to succeed in your new role?
BM: Over the course of my career, I have built MSOs from the ground up and, in some cases, been responsible for unwinding them. Those experiences provided clear insight into the structural and operational pitfalls that can hinder growth — lessons I intend to apply directly at Allied. My years in revenue cycle management will also be valuable as we continue to strengthen reimbursement processes and financial performance. Equally important is building and empowering a team of talented professionals who bring both intellect and curiosity to their work, while listening carefully to our doctor shareholders to ensure we’re consistently meeting their needs.
Q: What are your goals for your new position?
BM: My foremost goal is to strengthen Allied OMS’s position as a new model for MSOs — one defined by surgeon ownership, surgeon governance and alignment around patient outcomes. That means delivering the operational excellence necessary to free our surgeons to focus exclusively on clinical practice. It also means building an organization where employees are recognized, rewarded and given opportunities to grow. If we succeed in aligning surgeons, employees and shareholders around a common mission, Allied will continue to advance as the doctor-led platform of choice in oral surgery.
Q: What is most exciting to you about oral surgery right now?
BM: Oral and maxillofacial surgery is an exceptionally attractive specialty at this moment, driven by strong demographic trends and the essential role it plays in healthcare. The field remains highly fragmented, which creates significant opportunities for growth and innovation. Personally, I am energized by the opportunity to work closely with talented and driven surgeons whose rigor pushes us all to achieve more.
Q: How would you describe your leadership style?
BM: My leadership style is principled and performance-driven: trust but verify, do the right thing, lead by example and confront issues directly. I set high expectations and pair them with support, recognition and clear pathways for growth, creating an environment that nourishes potential.
