Orthopedic practice founded more than 60 years ago providing the metro Atlanta area with exceptional orthopedic services. POC has 34 physician sub-specialized physicians with 17 allied health professionals in eight clinic locations including MRI (2), PT/OT (8), ASC (2) and DME. • Senior executive responsible for leading the Financial, MIS, Revenue Cycle and ASC departments• Provide daily leadership with the executive and management team utilizing goals and accountability• Design financial metrics/drivers that assisted company’s growth • Responsible for Employment, Property, General, Work Comp, Cyber, Malpractice and ERISA insurance policies• Create and present monthly Board and Executive reports including PowerPoint presentations• Evaluate merger and acquisition opportunities • Executive member on several practice/physician committees • Maximize shareholder value through cost containment, payor contracting and revenue cycle involvement

Vice President/Controller January 2013 – PresentEquity Partner: EDG Partners (http://www.edgpartners.com) Founded in 2004 to deliver a superior set of solutions to capture and manage data for health plans and healthcare facilities via prospective health risk adjustment (HRAs), retrospective, analytics, outsource coding and auditing services.• Integral finance executive in the pending sale of two business units in Q2-Q3 2014• Transition, hire and organize finance team from CA to GA for anticipated high growth • Evaluate and implementation of new ERP (QuickBooks to Great Plains) system• Budget development and variance reporting• Developed monthly Management Discussion and Analysis (MDA) report with financial reports• Board and Executive monthly reporting and presentations• Development of key metrics• Manage treasury functions including debt and covenants• Initiated and manage outside audit and tax CPA firm• Develop and implement internal control policies and procedures• Negotiate D&O, Property, Commercial, Professional, WC insurance• Accounts Receivable DSO reduced from75 to 45 days

Vice President/Controller and initial (7) executive team member (Dec 2007 - Jan 2013)Equity Partners: Sequoia Capital (https://www.sequoiacap.com), River Cities Capital Funds (http://rccf.com), Envest Ventures (http://www.envestventures.com) and Council Capital (http://www.councilcapital.com) Founded in 2007 as a startup (Global after only 2 years) Med-Tech Manufacturer including a Pathology Laboratory specializing in the Gastroenterology (GI) field that continues its annual triple digit growth; $40M run rate in 5 years. • Senior executive responsible for developing and leading the financial and administrative departments• Design financial metrics/drivers that assisted company’s growth • Design complex budget model for six major divisions• Accounts Receivable DSO reduced to 40-45 days • Due diligence, acquisition and integration of 3 companies• Develop and implement internal control policies and procedures • Develop banking and LOC relationships: Domestic and International• Establish D&O, Employment, Property, General, Work Comp and ERISA insurance policies• Create and present quarterly and monthly Board and Executive reports including PowerPoint presentations• Institute pricing tiers for reps, managers and executives to maximize GP and contribution margin• Manage the finance, treasury and HR departments• Implementation of new accounting system (NetSuite) and construct financials • Key member of IT super-user committee• Built dashboard for executives and sales team• Create and implement a comprehensive employee handbook• Negotiate all benefits – Payroll, Medical, Life, LTD, STD, FSA and Key man life, Fidelity 401K• Negotiate D&O, property, commercial, workers company insurance • Assist in locating and negotiating temporary and subsequently permanent admin/warehouse space

Vice President Strategic Initiatives (May 2006 - Aug 2007)$110MM Outpatient Ambulatory Surgical Company (ASC) – (NASDAQ-NOVA) High-profile change agent role focused on executing operational improvement strategies to realize efficiencies, recapture revenue and manage costs. Comprehensively managed both Supply Chain and Managed Care departments while leveraging efforts of multi-functional staff to capitalize on process improvement and performance optimization of vendors, payers and providers across 37 centers. • Initiated and implemented automation of Managed Care credentialing process while raising efficiency of payer application process, reducing time from multiple days to several hours• Automated and expedited documentation process for the privileging/re-credentialing of 700 provider physicians/technicians, impacting revenue stream and minimizing liabilities• Intimately involved in decision-making process for 8 potential acquisition targets• Instituted disciplined due diligence approach with deep dive analysis of complex deals; evaluating financial impact of contracts, A/R aging, write offs, payer mix, billed charges• Outsourced Managed Care negotiations function to third party agencies with modeling and multi-specialty expertise, achieving $1.2M in incremental revenue with additional $1.3M projected• Captured revenue as key contributor in resolution of significant reimbursement discrepancies• Special Note: Appointed by management to conduct internal operational audits and present recommendations for change. Identified reengineering opportunities in Central Billing to reduce staff turnover and elevate performance; company approved and is implementing solutions.

Directly worked with the team of COOs, VP Regional Managers, and Center Managers in rapid expansion from 7 centers to 95 in less than 10 years in key FP&A and operational roles. Major contributor in reversing troubled centers and improving profitability (EBITDA) through cost improvement/reduction. Managed a lean staff. • Critical role in raising value of company to the owners by $50M through costs savings strategies• Instrumental in financial decisions; managed budgeting and provided strategic input to 95 centers• Created process that enabled stakeholders to better manage bottom line results throughout year; diligent analysis included net revenue, adjustment rates and detailed expense trends• Developed key indicator training and consulted field operational teams on P&L management• Created a productivity analysis and tracking instrument to reduce OT expenses• Managed and developed turn-around pro-formas for 20 distressed centers raising profits 15-20%• Major role in implementing plans for cost containment, overhead reduction and revenue increases• Actively involved in the due diligence process for the purchase of 15 wholly-owned centers• Negotiated Physicians Contracts (compensation & benefits) influencing 15-16% of operating costs• Built first corporate vendor list, streamlining from 100 to 25 vendors; delivering $6M-$8M savings• Championed concept and contract with GPOs, increasing company’s purchasing power and securing rebates in addition to the initial expense reductions• Negotiated and managed service contracts and equipment agreements for 95 centers; maximized service and quality while balancing costs and optimizing equipment uptime of 97%

Controller (Jan 1990-May 1997)$2M Equipment Manufacturers’ Rep Firm • Managed accounting, inside sales, and administrative staff • Increased revenues by recapturing receivables • Cut audit costs by 40%

Associate/Senior (Jan 1988-Jan 1990)Full service Large Atlanta CPA Firm • Performed audits, Corporate and Individual Tax Returns. Recruited by client