My career began at Ernst & Ernst (Atlanta- Audit) out of undergraduate school. I then moved to a regional accounting firm delivering financial operations, tax management, estate planning and compliance services to middle market and family owned companies in the Manufacturing and Extractive (oil, gas, timber, coal) industries. Other industry exposure included Textiles, Leisure (Hotels and recreational) and Healthcare. Joining the Corporate Finance staff at Charter Medical Corp (CM:AM), I advised owned and managed hospitals in the Southeast and on Puerto Rico in areas such as Medicare/Medicaid management, reporting and negotiation, working capital management, financial reporting and Internal Controls. I further worked with the Charter M&A Group purchasing Behavioral Care facilities throughout the mid-west and far west. I was transferred to Stuart Circle Hospital (Charter Flag-ship hospital) as Chief Financial Officer I then joined Arthur Young (Ernst & Young) Healthcare and became the lead on numerous large health policy projects. These included The Costs of Graduate Medical Education (GME), Virginia Medicaid l(DMAS) long-term care reimbursement redetermination and enactment, Graduate Medical Education payment system revisions-State of Florida, and the Cost of Pediatric Care at Children's hospital (National Association of Children's Hospitals), to name a few. At Arthur Young I was also senior advisor to several Academic Medical Centers reviewing strategic options for increasing clinical partnerships, lowering costs of care and access to capital markets. These engagements included Bond Financing, mezzanine financing and partnership structures for meeting these hospital's needs. I then formed The Piedmont Group (TPG) a firm that replicated the work at Ernst & Young. At TPG we added an economist to the group for econometric costs analysis applied to transplant programs at AMCs. I left TPG to become the President and CEO of ConsiCare, a wholly0owned subsidiary of NCRIC (NCRI:NASDAQ). As CEO, I launched a roll up strategy designed to avoid an impairment charge to the Parent company. We deployed capital for branding, IT systems upgrades for improved client service delivery, and established a health policy compliance group. We managed a Payroll, Retirement Plan Administration, Wealth accumulation and services groups of ConsiCare. We grew revenue, increased profitability, expanded the market, avoided an impairment charge and improved shareholder value. ConsiCare' s Parent, NCRI, was sold to ProAssurance. We sold ConsiCare in a separate TX.