CFO for $150MM Private Equity backed, multi-state, multi-specialty healthcare management enterprise. Directly responsible for management of all financial functions. Significant focus on M&A, due diligence integration and cost savings initiatives.

Provided financial consulting and interim CFO services for two PE backed healthcare management organizations. Assisted in acquisitions and accounting system transitions.

CFO for $280MM Private Equity backed, multi-state interventional pain management enterprise. Directly responsible for management of all financial functions for 14 entities and four ancillary business units. Significant focus on de novo development, M&A, due diligence and integration of target companies.• Implemented strategic corporate cost savings initiatives in 2018 resulting in over $6MM in annualized and sustainable cost savings. Closed or sold under-performing clinics. Modified provider compensation models using wRVU analytics. Applied benchmarking metrics establishing a more efficient clinic staffing model.• Successfully closed and completed a merger with Prospira, Inc and executed on $15M in synergies with an additional $3M in process. • Restructured the credit agreement to improve leverage ratios as well as “addback baskets” to provide the Company time to restructure operations and aggressively pursue M&A opportunities.• Consolidated revenue cycle operations with a third-party, off-shore solution to improve revenue realization and management, as well as provide approximately $900K in savings.• Participated in the development of the CIM, attended ‘fireside chats’ with the CEO and actively participated in management presentations for attempted sale of the company in Spring 2022.

CFO for $425MM multi-state oncology provider network. Responsible for merger of medical groups and the creation of financial infrastructure to unify the 14 diverse oncology practices into one cohesive enterprise. Directly responsible for management of all financial and operational functions for 14 divisions and four ancillary business units. Through revenue enhancement initiatives and expense management processes grew average Partner income by 12% per year since 2012. Implemented strategic corporate initiative resulting in over $10MM per year in oncology drugs purchasing savings. Identified and developed business opportunities for 4 ancillary business units (Flow Cytometry Lab, Oral Dispensing Pharmacy and two specialized laboratory tests) resulting in the generation of additional net income of $5.5 - $6MM per year.Negotiated and secured a $25MM credit facility, and recently increased the facility to $35MM, due to excellent bank review results. Leveraged these results to secure the removal of personal guarantees of Partners.Created a Business Efficiency Index (BEI) analysis to improve growth and operating efficiencies for the headquarters cost center and all 14 divisions. Actionable results yielded material improvements in four underperforming divisions who are currently able to service their debt.Effectively implemented processes in Revenue Cycle to increase collections performance from 96.5% of expected (based on payer contracts) to 98.25% resulting in $4.5MM of improved collections.Instrumental in the development, financial and operational modeling of the Management Services Organization (MSO) structure that RCCA is migrating to in 2018.Coordinate with outside legal and accounting professionals including managing the bank reviews and independent audit.

History with OrganizationVice President, Chief Financial OfficerVice President, Finance (2004-2005)Corporate Controller (2002-2004)Director of Accounting (1999-2002)Assistant Corporate Controller (1998-1999)Regional Controller (1997-1998) CFO for $130MM multi-site healthcare services corporation specializing in diagnostic imaging. Directly responsible for management of all financial and accounting functions with dotted line reporting of a team of 100+ employees. Oversaw financial analysis, reporting, benefits administration, risk and cash management. Provided financial guidance on all mergers, acquisitions, budgeting, forecasting and strategic planning. Negotiated and secured financing for acquisitions and capital expenditures. Directed the acquisition, $2MM of financing, due diligence, and merger of a competitive company with fifteen facilities generating $3.1MM of EBITDA.Analyzed and restructured internal operations including staff reductions, realizing $12MM+ in savings over four years.Improved collections performance from 94.5% of net revenue to 96.8%, and uncollectible AR reduction of more than $3.5MM.

Managed a staff of five and day-to-day accounting operations for this $175MM importer of optical wear. Oversaw financial reporting, financial budgeting and planning, benefits administration and inventory control. Conducted accounts receivable reserves and labor / productivity analyses.Interfaced with external accountants to facilitate quarterly and annual audits. Produced a margin analysis for each product to facilitate developing the higher margin products for greater profitability. Implemented inventory controls and product purchase and cut-off procedures reducing inventory, freight costs, storage and product obsolescence by several million dollars annually.

Managed financial and accounting functions for this not-for-profit association and three affiliated organizations. Organized reporting, budgeting, cash receipts and disbursements and internal controls for improved efficiency. Administered all Federal, State and local tax returns in compliance with not-for-profit guidelines. Implemented a credit card registration system which immediately increased revenue $150K.

Directed a staff of ten and all accounting and financial planning functions for this office furniture dealer. Prepared monthly statements, cash basis operating statements and accrual basis quarterly financial statements. Analyzed A/R, A/P, fixed assets, and journal postings to the general ledger. Prepared weekly payroll, generated management reports, handled cash flow, negotiated lines of credit, and coordinated company investments. Transitioned the company from manual accounting to a fully automated system.Consolidated inventory into one focal warehouse, saving $100K in annual warehousing and delivery expenses.