Advise, mentor, recruit, interface with senior priesthood leadership to strengthen adults post-secondary education and life-skills development which could turn into successful careers, leadership development, and productive life-styles. Creating a rigorous pathway to self-development through advancing their college education, opening up a vista of opportunities which both spiritual and temporal in nature. Utilize the premier Brigham Young University System to achieve the students specific goals.

Manage transitional services for clients who are homeless seeking to seeking to change their lives for higher quality life-style. Advise on services for which these clients could receive support to reinforce their specific goals. Knowledgeable on issues of homelessness, immigration, education, government programs, and community resources that could be a support to their specific initiatives.

Full-service lending organization with volumes of $100M; operations in Missouri, Kansas, Oklahoma, Arkansas, Illinois, Tennessee, Alabama, Florida, and California.

Direct strong controls for the conduits wholesale and retail divisions to Government (HUD and VA Guaranteed), Conventional Conforming (FHLMC/FNMA), Expanded Approval, Levels 1,2,3 (FNMA), Flex 100 and My Community (FNMA), Conventional Non-Conforming/Jumbo (FHLMC/FNMA); standing apart from the competition in two primary ways: innovation and superior integrity built service. Responsible for regulatory, corporate, federal & state financial reporting and compliance requirements. Launch start up company to be operational by January 1,'08; annual gross revenues anticipated: $4.8 M; 55-150 loan presentation per month; growth in both revenue and closed loan production is expected to rise at an annual rate of about 24% over the following 4 years; 25 FTE's; 28 targeted marketing areas nationally by year end 2008. Strong focus on revenue cycle, expense management, and investment relationships.Human Resources planning, training, performance, with strong policy and procedure which fosters in an atmosphere of full transparency, compliance, with the highest integrity: being TRUE to our core code of ethics and values. Responsible for payroll & benefits management for all Associates. Cash flow management, investment & banking relationships which maximizing returns on investment portfolios performance.

Currently serving as the CFO for six property management companies; Deerfield General Store, LLC, and EMW Investments, with portfolio worth $800M. Development of supermarkets, convenience stores, and strip shopping centers. 5 Cody's convenience stores, 32 commercial developments, 12 residential developments, 6 vacant parcels of land. Strengthen internal controls and risk management strategies. Develop operational & sales analysis focused on customer needs and trends. Prepare monthly financial reports and trends.Glen S. Larson, Jr. Page -2-Measure actual results compared to budget. Utilize information systems to timely and accurately integrate sales and operations performance for store operations. Partner with key vendors to create win-win negations for product and services. Develop team members to become high performing and enthused about delivering clearly defined expectations. Automated banking, increased earnings, partnered with investors to improve earnings performance.Streamlined corporate holding and subsidiary companies to offset risk and aligned assets/liabilities into correct business units.(Reason for Leaving: Opportunity to launch a start up company and apply business skills.)

Property Management; created a thriving chain of 25 convenience stores under the name of Cody's, later sold to Kum & Go.

Daily responsibility for all financial reporting, budgeting and statistical records for this hospital system with 128 beds, as well as the Medical Plaza, and 15 primary care centers.Review of management and regulatory agency reports.Prepared weekly projection analysis that focused on achieving month-end budget targets, EBITDA, revenue, contractual, and match of FTE staffing ratios per Equivalent Employees per Occupied Bed (EEOB) ratio of 4.2.Budgeted Gross Revenue for 2004 was $123M; net $48M, admissions 4,477, days 17,190.Prepared revenue and usage reports for departmental managers' oversight and worked toolbox to more effectively manage their departments.Developed spreadsheets and models that created operational efficiencies. Brought into clearer focus and clarity the financial presentation on the relationship between the hospital, clinic, and medical office building operations.Participated in the JACHO readiness team preparation for future site visits through preparing key utilization trend reports by physician and insurance carriers.

Financial reporting and controlling for performance of the organization.

for an integrated delivery system including three hospitals, seven affiliated not-for-profit entities, a nursing home, home care companies, and physician services, covering 26 counties in rural Southwestern Missouri. Responsible for company owned and operated provider sponsored health plans taking global risk in an emerging managed care market. Network included 158 staff and 752 affiliated physicians, mental health services, an insurance company, and a foundation. Responsible for all financial reporting and statistical records for the review of management and/or regulatory agencies for two health care management organizations and one LLC.Developed business models that supported operational decision making, risk management, loss forecasting, pricing, expense management, budgeting and strategic planning. Reduced reinsurance cost from $8.65 to 1.65 PMPM through identifying an acceptable risk corridor.Strengthened partnerships between clinic and physician relationships through benchmarking against industry standards and peer comparisons. Goals achieved were being transparent without being punitive which engaged the practice to become managers of cost efficient healthcare.Glen S. Larson, Jr. Page -3-Performed monthly P&L forecasting, profitability analysis, market optimization analysis and management reporting to board and outside regulators. No significant changes or comments relating to the quality of reporting been made by auditors and regulators. Partnering with the health care resources within the organization and consultants to develop future risk management strategies. Reduced potential transplant costs by $1.2M.

Financial Reporting, analysis, budgeting, forecasting, and contracting.

Served as Controller for this wholly owned subsidiary of; organization. A POS Managed Health Care delivery system in South Florida focused on small groups. Medicare Risk Application filed. Responsible for South Florida financial reporting.Hired and developed staff transitioning from a highly "centralized" market to an "urban-owned" market-processing center. Localized the health system focused on the customer.Directed, monitored, and analyzed utilization rates of health-care plans to determine quality measures implications and outcomes.Developed and monitored the required reserve requirements, i.e., IBNR's for the health plan moving into specialty capitation and MSO risk-share relationships.Converted all receivables to a drop-box which streamlined cash management, posting, earnings with bank. (Reason for Leaving: Company was sold

Medicare Risk Contract with HCFA with 15K members. Revenues for South Florida were $300 million. Responsible for financial management and internal controls of the health plans operations.Directed a financial management staff responsible for strategic planning, analyzing and forecasting operating trends against established goals.Led efforts to coordinate medical and clinic operations with outcomes focused on high quality care of patients.Health Plan met /exceeded two NCQA three-year accreditation cycles in a row. Streamlined all financial operations with sound policy and procedures. Developed physician profiles which focused the physicians on key quality of care measures: access, and disease management(Reason for Leaving: Company was sold to AETNA US Healthcare.)

Developed/merged/acquired/created a hospital-based health system with 16 PHO's throughout South Florida.Responsible for interfacing with insurance carriers key healthcare data elements, which focused on successful outcomes management, enrollment and financial reporting and analysis.Negotiated managed care delivery arrangements with the hospital and four managed care carriers.Designed a risk-share pool settlement model between the physicians, hospital and outside delivery system for the seamless health system.Established excellent community reputation in public and private sectors for medical and administrative service as evidenced by plan growth and profitability.(Reason for Leaving: Florida Regulators disapproved PHO business model.)

MANAGER, DECISION SUPPORT ANALYSISProvided financial decision support for this For-Profit Health system with annual revenues of 1 billion, 700K members in the South Florida Market. Largest Medicare Risk Contractor with HCFA servicing 120K members. Responsible for 29 Clinics, 120K patients, partnered with 125 physicians, 35 Center Managers to provide cost efficient high patient satisfaction healthcare. Improved financial performance by $10M per year. Established medical cost budgets, stop loss, and contestation review of medical costs into correct medical cost fund.Strengthened healthcare quality through building several models which focused on improving and identifying high-risk patients/members. Met profitability target at year-end of 100M through overseeing the budget and rate setting process.Transitioned the segregation of the hospital from the insurance with seamless health delivery interruptions for physicians and members.Merged several unprofitable Centers to improve healthcare delivery resulting in higher patient satisfaction.(Reason for Leaving: Left to strengthen physician relationships with managed healthcare / PHO.)

Served as Finance Director for this top-rated health system Insurance Corporation, emerging into managed care throughout the state of Florida. Medicare Risk Contractor with HCFA servicing 10K members. Directed accounting associates handling all accounting matters, including the accurate presentation of key utilization trends that influenced the success of health plan quality performance of 1,200 primary care physicians under a partnered Independent Physicians Association agreement for risk-share.Hired and developed staff to develop and report managed care financial trends.Brought cost-efficient processing into the health plan eliminating redundancy. Prepared financial statements and statistical records for the review of management and/or regulatory agencies. Merged the managed care business unit into a coordinated business united for South Florida; represents 60% of the Florida business. (Reason for Leaving: BC/BS of Florida was consolidating lines of business, left to experience healthcare in an operational setting owning hospitals-health plans-clinics-risk share networks.

Cost comparison between vendors and service providers for international companies in Algeria and Trinidad & Tobago