Jennifer Cano Email and Phone Number

Founded independent hospital and health care consulting firm serving clients in the areas of business development, strategic planning, operations and performance improvement, project management oversight, workforce composition and spend optimization, physician recruiting and retention, and management services.• Helped hospital determine strategy, operating plan, and site selection for new urgent care facility• Preparing roll out of new program to ensure patient loyalty and satisfaction with innovative OBGYN communication platform to provide immediate response, reduce ER visits, and prevent physician interruptions• Proposed and new vehicle fleet program to meet staff and patient transportation needs for timely, responsive, and trackable services for a large healthcare campus• Conducted extensive research to determine optimal site selection for expansion of primary care services• Negotiated complex contract for limb recovery program with vascular surgeon to manage multiple resources and strategies to reduce amputations by 30% over time• Assisted physician with evaluation of an existing practice, with a focus on integrating and optimizing operations

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Key leadership role for $35B Fortune 25 Healthcare Enterprise serving patients enrolled in Medicaid, Medicare, Health Insurance Marketplace, and TRICARE programs, with a focus on serving under-insured and uninsured individuals. Managed major project initiatives at 2 of the largest health plans impacting 4M members: Superior Health Plan Value Creation Office: 2020 - 2022 • Led and transformed the HBR Process affecting 2M plan members, implementing the L-Gate process in Texas region saving $200M. • Developed an ownership and accountability structure for the various stakeholders to track and optimize actual results vs goals for each program, and determine viability of each initiative and drive execution.• Provided insight and feedback to help corporate team design the tools that tracked all projects across the entire enterprise.• Developed an Ideation Process to generate new market initiatives and create a perpetual pipeline, resulting in continual cost savings of $180M+ annually.• Met with 20+ product leaders monthly to manage the execution of key initiatives focused on improving services, aligning them with targets, and canceling or pivoting initiatives.Sunshine State Health Plan Network Transformation: 2018 - 2020 • Coordinated and led key sculpting initiatives designed to improve health and quality of healthcare of 2M members of the Florida Health plan.• Spearheaded execution of 30 major initiatives established by McKinsey and Transformation Office Leadership to optimize physician network based on quality metrics, resulting in a $285M cost savings and a 10% increase in patient satisfaction. • Developed milestones and timelines to implement aggressive network optimization plan with a 98% on-time completion.• Managed a matrixed team of 10 professionals across multiple functional areas for each of 30 projects.• Negotiated improved rates with key vendors to reduce costs by 15% while increasing quality of care.

Led operations of 3 key hospitals, system medical staff department and system medical staff peer review for premier South Texas Health System operating 6 hospitals, 5 freestanding ERs, 3 clinics and 3 outpatient clinics, with 3000+ employees and 630 physicians serving a primarily Hispanic population of 1.3M across 3 counties. Responsible for the overall quality, operations, marketing, risk management, and financial performance, with expansion of leadership responsibilities in 2017 to include a behavioral health hospital.Drove expansion of 3 key hospitals in the group:• South Texas Health System Edinburg Hospital –102 licensed-beds• South Texas Health System Children’s Hospital – 107 licensed-beds• South Texas Health System Behavioral Hospital –134 licensed-beds (2017 - 2018)Achieved impressive operational and financial results:• Drove increase in volume – Inpatient Admissions +46%, ER Visits +43%, Outpatient Visits +150%• Increased EBITDA +300% due to strong operational performance and expansion of services• Increased HCAHPS Patient Satisfaction score from 19th Percentile to 75th Percentile• Led the addition of new service lines – OB/GYN, da Vinci Robotic Surgery, 3T MRI, Wound Healing Center• Assisted with initial concept, plans, and proforma for the 1st freestanding Emergency Department in Weslaco; expanded to add 2 additional ERs in Mission and Monte Cristo to provide better regional patient access• Planned use of agency nursing to increase capacity during peak winter months, increasing revenue $3M and driving long term patient growth• Assisted in consolidation of medical staff services: Intensivists, Hospitalist Services, Emergency Physician Services, and Anesthesia Services for increased operational efficiencies and improved quality of care

Advise and inform Board regarding operations and key performance indicators of hospitals at South Texas Health System.

Responsible for the overall operations and growth of service lines for the 135-year-old for-profit physician-owned acute care hospital, with 792 licensed beds, 500 physicians, and a staff of 1500. Responsible for the overall operations of Operating Room, Cardiac Cath Lab, Advanced Wound Care Center, Sleep Lab, Corporate Health Service, Marine Health Services, Imaging, Laboratory, Respiratory Therapy, Physical Therapy, Pharmacy, Plant Operations, Safety and Security, Environmental Services, Food and Nutrition Services.• Managed staff of 1500 and annual budget of $320M • Managed 5 major expansion and upgrade projects with capital investment of $7M: -Elevator Modernization Project -Breast Center Relocation and Technology Upgrade -Ante/Post Partum Renovations – Women’s Building -NICU 24-bed Expansion Project – Women’s Building -5th Floor Med/Surgical Renovations – GWS Building• Ongoing renovations of 5 outpatient and inpatient areas • Implemented Cost Savings Initiative and Expense Reduction• Re-instituted Value Analysis Team of 20 members which drove a $5M savings• Reduced facility overtime rate from 6% to achieve goal of 4%, saving $2M annually• Brought Advanced Wound Care in-house for a savings of $312K per year• Re-based productivity targets resulting in $3M annually• Successfully led completion of TJC survey with no major deficiencies

Chief Operating Officer for HCA’s prestigious 397 licensed-bed hospital specializing in women’s and infant’s care serving the greater Houston metro area, with 650 physicians delivering 11,000 babies annually. Responsible for Plant Operations, Security, Environmental Services, Food and Nutrition Services, Pharmacy, Laboratory, and Respiratory Therapy• Supervised a staff of 900 and an annual budget of $225M• Spearheaded $100M+ construction project oversight 2006-2009, including planning, budgeting, coordination: -Managed 145,000 sq ft expansion, with the addition of 122 licensed beds -Conducted major renovation of Imaging, ER, and Labor and Delivery to expand services and improve efficiency -Improved patient flow and increased volume by 8% throughout the challenging construction phase -Drove increase in EBITDA by 10% during tenure by expansion of services and improved operating efficiencies -Successfully led the 2008 TJC Survey, with no major deficiencies• Led Emergency Preparedness and Response to two major natural disasters, Hurricane Rita (2005), Hurricane Ike (2008)• Provided oversight and administration of Ethics and Compliance Program, resulting in no major violations

Served as a senior leader and Ethics and Compliance Officer for 369 licensed-bed acute care hospital in the Houston region. Responsible for the overall operations of Outpatient Services and Strategy, Wound Center, Respiratory Therapy, Physical Therapy, Environmental Services, Food and Nutrition Services.• Named member of the HCA COO Development Program for fast-track senior leadership development• Successfully prepared and secured the $1M capital funding of Bayshore Fairmont Emergency Care Center (FQHC)• Implemented new Wound Care Service Line, generating $1M operating margin• Served as Advisory Board Member for the nearby Pasadena Health Center (FQHC)• Secured $400K incubator grant for FQHC development, and $800K in federal funding.• Represented PHC at Gateway to Houston Care Collaborative, opened new FQHC 6 months after funding• Provided oversight and administration of the Ethics and Compliance Program, with no major deficiencies

Started career as Administrative Resident, rapidly promoted to Assistant Administrator over 325 licensed-bed multi-campus acute care hospital. Responsible for the overall operations of Skilled Nursing, Medical/Surgical, Telemetry, Orthopedic/Surgical, and Overflow Units, Respiratory Therapy, Sleep Lab, House Coordinators, and Staffing Office.• Decreased the overall nursing turnover rate from 24% to 16%• Implemented adoption of PLUS+ productivity tool, resulting in better labor management and saved $700K annually• Improved contract labor management by increasing staff during critical timeframes while establishing a recruitment plan saving $500K• Implemented BedTracking System which improved hospital bed turnover and increased admissions by 5%