CORPORATE PROFILE: A private executive healthcare consulting and advisory firm specializing in innovative, differentiated, and disruptive digital health, health technology, and care services companies. COMMON TITLES HELD: Board Advisor, Non-Executive Board Member, C-Suite Advisor, Interim CXO, Head of Market Development/Strategic PartnershipsRESPONSIBILITY PROFILE: I am responsible for providing and overseeing private executive consulting and advisory services to organizational C-Suites, Venture Capital Groups, and Private Equity Groups. Our focus is on early-stage innovative, differentiated, and disruptive digital health, technology, and care services companies. Our services include market size and intelligence analysis, business development planning, go-to-market strategy, financial modeling and forecasting, regulatory and compliance impact analysis and strategy, clinical network development, population health management gap analysis and strategy, and executive leadership support. We have extensive expertise in navigating complex state and federal regulatory compliance landscapes, as well as in insurance contracting, value-based care, predictive modeling, patient-centric care continuum services, chronic conditions, renal care, mental health, and value-based care modeling and contracting. We also assist with verifying market potential, developing go-to-market strategies, preparing pitch decks for investors, and supporting capital-raising efforts. We have provided services to start-ups and support organizations such as McKesson, Kaiser Permanente, and Redesign Health.

CORPORATE PROFILE: H7 BioCapital is a global venture studio platform headquartered in Silicon Valley, dedicated to supporting the transformational growth of healthcare companies. Through its venture capital arm and accelerator program, H7 BioCapital drives innovation across Biotech, MedTech, and digital health sectors, facilitating early-stage funding, strategic mentorship, and commercialization support for healthcare startups​.RESPONSIBILITY PROFILE: Serve as a Strategic Advisor within H7 BioCapital’s venture and accelerator programs, providing strategic guidance on regulatory compliance, go-to-market strategy, funding, and scaling. Mentor early-stage startups to foster healthcare innovation and sustainable growth, supporting the development of global healthcare solutions.

CORPORATE PROFILE: The American College of Healthcare Executives (ACHE) is an international professional society dedicated to advancing healthcare leadership excellence. With over 49,000 members, ACHE supports healthcare executives through education, certification, and a robust network of local chapters.RESPONSIBILITY PROFILE: Serve as an Advisory Member on the Communication and Media Committee on behalf of the ACHE South Carolina Chapter.

Renewable energy solutions supporting the preservation of our environment, the elimination of hazardous materials, both humanitarian and geopolitical concerns.Offering energy storage products and fuel cell power generation solutions that do not utilize lithium, cobalt and provide superior energy density and power independence.

CORPORATE PROFILE: Clinicom is a patient-centric mental health support company that offers the world's only global self-directing, evidence-based, comprehensive mental health diagnostic tool. Powered by a clinically validated augmented intelligence and machine learning data aggregation engine, Clinicom provides unparalleled mental health clinical decision support, treatment effectiveness insights, population health triage and care navigation automation, and value-based care data analytics support.

CORPORATE PROFILE: UnitedHealthcare is part of the UnitedHealth Group family of businesses, working to create a system that is connected, aligned, and more affordable for all involved — one that delivers high-quality care, responsive to the needs of each person and the communities in which they live. With connections to more than 1.3 million physicians and care professionals and 6,500 hospitals and care facilities across the globe, collaborating in new ways to improve patient care while providing customizable and comprehensive solutions in any marketplace, anywhere.RESPONSIBILITY PROFILE: Served as a Member of the Board on behalf of UnitedHealth Group for 12 separate UnitedHealthcare Community & State plans• Strategic Planning, Governance, Market & Business Development, Risk, and Public Relations Committees Member

RESPONSIBILITY PROFILE: Served as an Advisory Board Member on behalf of UnitedHealth Group for 15 separate UnitedHealthcare Community & State plans• Strategic Planning, Regulatory & Compliance, Business Planning, Finance, Risk, Marketing, and Public Relations Committees Member

CORPORATE PROFILE: A $500B multinational managed healthcare and insurance company with ~ 340,000 employees.RESPONSIBILITY PROFILE: In my role at UnitedHealth Group, I reported to the Enterprise Executive VP of Population Health and Clinical Transformation and managed a team of 60 employees, including 10 direct reports. I led a team that oversaw and grew an $18B annual book of business, achieved $1.4B in cost savings, and secured $8B in new annual contracts. I was responsible for developing and directing operational and financial performance objectives and overseeing the implementation of the company's community-based care transformation program as required in the Affordable Care Act for Chronic Condition management. This included building key relationships with C-suites at state UHC and Optum plans and services, developing the department's strategic vision and driving the transformation of over 4,000 national community-based healthcare organizations in compliance with state and federal regulations.ACHIEVEMENTSNATIONAL EXPANSIONS / NEW MARKET PENETRATION / MARKET SHARE CAPTURETasked with building a department to facilitate regulatory requirements of the Affordable Care Act, I established and expanded the department responsible for this directive. I navigated strict constraints and built a team of 60, co-authoring 12 RFPs and advising the United Health Care Plan and Optum Executive State Leadership Teams across 27 states. Most notably, I led the proposal that secured a $1.3B contract in annual revenue for a greenfield state. I routinely collaborated with executive leaders and state agencies to establish and optimize clinical networks and care navigation strategies. These efforts resulted in a reduction of key utilization metrics by 25-30%, improved member outcomes, and annual savings of $400M+ for state health plans. My mentees have leveraged the strategies I developed to continue market penetration in the years since.

ACHIEVEMENTS CONTINUEDSTRATEGIC PARTNERSHIPS / CONTRACT NEGOTIATIONSTasked by enterprise executive leadership to lead the development and implementation of national population health and value-based care models for high-risk/high-need chronic condition population groups in Medicaid/Medicare/Commercial markets. Within the first 120 days, I created a go-to-market strategy, identified target entities, formed value propositions, onboarded and mentored teams, and executed provider agreements under fee-for-service, at-risk, and shared savings contracts. During the first 2.5 years, I secured contracts worth $5B annually with 4,000 CBOs, including Rural Health Clinics (RHCs), Accountable Care Organizations (ACOs), Federally Qualified Health Centers (FQHCs), and Clinically Integrated Networks (CINs). UHG and its subsidiaries adopted these tactics and have continuously improved to secure business throughout the organization.DATA & ANALYTICS / OPERATIONALIZATIONI established operational, clinical, contracting, and predictive modeling KPIs aligned under the UHG, UHC, and Optum framework in accordance with the Affordable Care Act. I oversaw operations and business ROI justification for the unfunded department and navigated complex/regulated state and federal compliance/service offering requirements. I served as an enterprise subject matter expert resource for UHG, UHC health plans, and Optum leadership, advising on objects and key results with clinical key performance indicators and developing analytics, clinical forecasting, financial models, and reporting delivery systems. These efforts became national best practices and SOPs, driving clinical outcomes to improve patient care and reducing annual costs by hundreds of millions of dollars. I also assisted in crafting state legislative language to advance patient-centric, whole-person clinical care at the community level under value-based care models.

ACHIEVEMENTS CONTINUEDVALUE-BASED CARE MODELING / PROGRAM DEVELOPMENTTasked by UHG enterprise Sr. Executive VP of Clinical Services with leading the development and implementation of value-based care modeling for Chronic Condition population groups within community-based care organizations nationwide, I conducted market research, developed a go-to-market strategy, audited historical performance and practices, assembled a team of data analysts, created national best practice standards for predictive modeling and clinical forecasting, and established a framework of versatile solutions. Working with state legislators, state agencies, and external Managed Care Organizations (MCOs) within Medicaid, Medicare, and Medicare Advantage, I assisted in crafting market requirements for proposal and expertly deployed the model across the US, improving key clinical outcomes by 30%, resulting in improved utilization cost savings of $1.4B over 3.5 years. UnitedHealth Care state plans and Optum adopted this model and scaled it into their and other managed care organizations and health services.

CORPORATE PROFILE: A $24.9B healthcare provider of dialysis services through a network of 4,171 outpatient treatment centers with ~ 123,000 employees.RESPONSIBILITY PROFILE: Served as designated board chair on behalf of Fresenius Medical Care for 11 joint venture partnerships with Private Practice Nephrology Groups in the southeast. • Board Chair of Strategic Planning, Market Development, Governance, Public Relations, Human Capital, and Risk Committees • Finance, Merger & Acquisition Board Committees Member

RESPONSIBILITY PROFILE: With Fresenius, I reported to the Regional VP of Operations with a $78M OPEX, $4M CAPEX, $100M Revenue Market, and 400+ employees per assignment (with 26 direct). I led turnaround initiatives, developed strategic relationships with nephrologists, vascular surgeons, health system C-suites, and managed care organizations to expand/refine services, and identified new business partnership opportunities. The General Manager of the South East and RVP recruited me to restore order within the region and harmonize operations following a series of acquisitions, so I formulated and implemented a strategy within 45 days. For the next six months, I identified pain points with each clinical site director and key market partners, implemented relevant KPIs, and integrated solutions to quickly address all root causes. In the first five months, I integrated seven acquisitions with all employees trained, morale and NPS improved, overtime reduced to under 2% from 27%, and retention improved from 74% to 96%. This saved $3M in annual labor costs and the award for best regional revenue, personnel costs, and retention by the executive leadership team simultaneously.ACHIEVED IN THIS ROLEBUDGETING AND FORECASTING• The RVP of Operations called upon me to create forecasting for all lines of business (LOBs) to achieve profitability or divest ones that were not. Over nine months, I examined three years of historical financial and operational data, identified errors, and addressed accounting issues. I used this to establish monthly, quarterly, and yearly targets, and to train leadership and venture partners to interpret financial reports. All locations achieved profitability, care quality increased, and morale improved; attrition also declined, attracting high-quality candidates and saving $25M+ over four years.

The Regional VP of Operations tasked me with turning around a historically challenging market. Within 180 days, I audited and analyzed data, established tracking tools, and worked across a misaligned environment to enhance processes and improve Key Performance Indicators based on data. I implemented and leveraged LEAN principles and "just-in-time" inventory practices, leading to the establishment of national best practices with an overall national savings of $100M+. This also uncovered billing, reimbursement, and claims opportunities within the region, driving $3M in additional revenue. I achieved 18% year-over-year organic growth over four years, outpacing the previous historical growth of 2.5%. This resulted in my promotion to Regional Director of Operations (I had been functioning as Operations Manager for four months prior to this position).

CORPORATE PROFILE: A $20.9B global healthcare company with ~ 24,000 employees in more than 30 countries.RESPONSIBILITY PROFILE: Enterprise Steering & Planning Committee Member - Guided operations and regulatory compliance across three companies merging into one with 250+ facilities to meet FDA, EU, and National DHEC standards.

Regional Quality & Compliance OfficerRESPONSIBILITY PROFILE: In this role, I was the field subject matter expert responsible for standardizing the quality and regulatory compliance systems across 250 facilities and three national regulatory bodies. I also tracked emerging trends and identified areas of opportunity and used LEAN principles to design and deliver system structures, operational processes, and policies.SCOPE AND ACHIEVEMENTS: When Grifols acquired two companies that were not yet integrated, the Head of Quality and Compliance promoted me to lead efforts to standardize procedures, quality, and compliance. I analyzed all SOPs and cross-referenced them against intense FDA, State DHEC, EU, and German Health Authority regulations. I then aligned procedures, created supporting KPIs, and navigated change resistance to implement them across 250+ locations across the country. The nationwide adoption of these policies fostered operational cohesion and efficiency, improved margins by 10%, and saved the company $10M annually in at-risk and contaminated product disposal. As a result, the primary location grew 13.5X in one year with zero regulatory violations.

Associate Director of OperationsRESPONSIBILITY PROFILE: As Grifols Associate Director of Operations, I was responsible for improving operations, supply chain, regulatory, and compliance initiatives for the plasma donor facility. I led a production team of 60 with full P&L accountability and a $20M budget, championed employee engagement and performance management to improve culture, and drove quality, operational excellence, customer satisfaction, and productivity.

CORPORATE PROFILE: A $12.78B provider of scientific expertise, sterile and lyophilized contract manufacturing solutions, peritoneal delivery systems, and customized support services to global pharmaceutical companies.Regulatory & Compliance OfficerRESPONSIBILITY PROFILE: As a promotion in this role, I drove compliance within the US and 16 international regulatory bodies. My responsibilities included preparing, delivering, and responding to audits, leading a four-member audit team, and liaising with global clients to align processes and standards with customer expectations. In addition, I created and integrated multiple process improvements, policies, and internal practices.

RESPONSIBILITY PROFILE: Shortly after joining the company, I began training in six sigma methodologies to lead key performance indicators over quality and regulatory initiatives. I oversaw continuous improvement projects to enhance regulatory compliance, streamline production, and increase customer satisfaction and analyzed ROI, value stream mapping, risk mitigation, and audit performance.