Operations and Financial Consultation: * Process Improvement, Cost Reductions, Margin Enhancement * Project Management * Strategy and process setting on financial turnaroundStrategic Planning and Implementation: * Business extensions, divestiture, and consolidation * Facility planning and management

Health Future is one of the most matured health care consortiums that provides network management for members in OR and NV. HF leverages aggregated network size to provide cost savings programs in areas of cost reductions, margin improvement, and shared learning/benchmarking, etc.KEY SUCCESS* Financial turnaround: cost reductions, revenue growth, EBIT improvement* Operational turnaround: process improvement, quality control and compliance * Successful company transformation: consolidation and divestiture> Developed effective operations strategy; managed financial success of the network Co. made up of members throughout OR. Excellent work relationship with the Board: CEOs of owner members including OHSU, Asante, St. Charles, Sky Lakes, Mid-Columbia, and Bay Area health systems.> Led collaboration of member CFO and leader councils to achieve annual savings goals. Managed six business divisions: * Group Purchasing- Developed/implemented savings programs. Oversaw network councils, implemented powerful marketing/RFP contract negotiation strategies. Quantifiable savings exceeded $27MM over 4 years. * Benefits Administration (TPA/WC) – Restructured claim processing and CSR workflows, realigned customer expectations with internal capabilities resulting in superior performance: financial accuracy ratio, claim turn-around time, phone abandonment rate. Received bonus awards from clients. * Insurance Exchange/Risk Management – Managed HF Insurance Exchange Company. Revamped premium calculations, restructured Captive Management and Claim Management processes. Led a successful RFP/due-diligence process, successful merger/integration with MSRRRG; smooth divestiture of old entity. * Physician Recruitment: Revenue doubled in a year; operating margins surged into the black. * Wellness Program – Developed new pricing methodology to spread risks across service lines. Implemented flex resource deployment, interchanging employees/contractors for work load.

Health Future is one of the most matured and largest health care consortiums that provides network management services for members/affiliates in OR and NV. HF leverages network size to provide programs and services in cost savings, quality improvement, growth opportunities, and shared learning/benchmarking. • Financial Management – Managed all financial matters of Health Future and its affiliate organizations. Developed and led financial strategies for all business lines and the Leadership Council. • Fiscal Management - Responsible for two Health Future corporate books, including captive management of the Insurance Exchange Risk Retention Group: $300 MM annual transactions, over 34 investment and banking accounts.• Information Services – Managed and oversaw IT group.• Group Purchasing Organization – Managed and oversaw members' supply chain practices and contracts; leveraged network purchasing power of over 40 healthcare systems for reduced expenses in all areas of operation. supplies.

(*) Newkirk purchased Communi(K) in 2002Newkirk is a $50 million company, developing and producing marketing communication for the nation’s largest healthcare and financial companies. Newkirk offers creative design, web site development, print and distribution services for customized and personalized products.Head of the company’s nation wide Distribution Operation, and head of west coast operation. Led an organization with 50+ employees. Managed special projects, including M&A analysis, production software implementation, SAS70 internal control, and major facility renovation. Key Achievements:•  Portland/Albany business integration - Lead manager in consolidating all  areas of west coast operations to the east coast, including production,  account management, administration and editorial.•  Mergers & Acquisitions – Key member of the executive M&A committee,  responsible for acquisition analysis, due diligence, and implementation.  Accomplishments included the successful merger of Communi(K) with  Newkirk, and an acquisition of a newsletter business in Canada. •  Distribution Management - Implemented strict quality control and  security measures for an operation that handed highly  sensitive & confidential materials. The results were increased productivity, cost reductions, profitability improvement, revenue growth, and strong  customer retention. Company sales grew from $35MM to $50MM over a short few years.

(*) Newkirk purchased Communi(K) in 2002Key Achievements:•  Communi(K) - Led all aspects of financial  strategy and planning, including accounting, finance, HR, and distribution  operations. Developed and implemented monthly managerial financial  reports and the annual budget process.•  Facility Management - Lead manager responsible for the west coast  facility division, subletting (34K ft2) and the renovation of the east coast  Sales office (10K ft2) from design, construction to housing.

Benova was a national company with operations in nine states Their core business was to assist Medicaid and Medicare agencies in educating and enrolling beneficiaries on health care options and program. CFO of the $42 million provider of health and administrative programs for State/Federal government clients. Managed three departments: Accounting, Finance, and HR with a staff of 18. Reeported directly to CEO.Key Achievements:•  Financial System - Developed and implemented monthly managerial  financial reports, executive package, and Board reports showing by  contract, the financial performance, outlook and variance analysis.  Developed and established the annual budget and monthly outlook  process. •  Internal Control - Developed and implemented the accounting and finance  policies and procedures to be in compliance with GAAP and State/Fed  strict contract guidelines.•  P/L turn-around - Annual revenue increased from $18 to $42 MM in four  years. Active state contracts increased from 4 to 12. •  Month-end closing - Managed over 10 accounting books for various State  contracts; reduced closing time from 20 to 7 days. Built  Accounting/Finance/Legal/Facility infrastructure. •  Costing and pricing - Developed complex finance modules and pricing  strategies for RFP and contracts; e.g. cost-plus pricing, fixed fees, hybrid  disbursement provisions. Negotiated pricing and managed cost-analysis  for new contract bids.

Controller of $35 million manufacturer of lift truck attachments. Supervised 18 staff in Accounting, Finance, and HR plus controllers from international operations in England and Australia. Key Achievements •  Developed and implemented monthly managerial reports and the annual  budget process. •  Developed and implemented productivity measurements and expense  tracking for all work centers.•  Implemented Activity Based Costing methodology to identify areas for  cost cutting, profit enhancement, and product/organization restructure. •  Mergers and Acquisitions.

Areas of responsibilities included month-end book closing, financial reporting & variance analysis, ABC product costing, and funding proposal review.