Facility of 63 beds in the rural Upper Peninsula of Michigan competing with 2 “Taj Mahal” facilities and another similar but updated competitor. This facility previously had a history of poor care and customer service, unstable census, turn-over, absenteeism, excessive expenses and diminished revenues. Prior to my hire, the facility had 6 Interim NHAs within a 1 year period. Purchased by Great Lakes 9.1.16.ACCOMPLISHMENTS• Overhauled Management Team and staff gradually through attrition and corrective action respectively• Improved census by 600 in 2015 and 300 in 2016 with skilled census increased by 2 • Significantly improved EBIDAR by $ 227K from budget in 2015, $ 100K ahead YTD 2016• Significantly improved expenses through PPD and expense management by $ 400K in 2015 • Began creating customer service culture with the focus on residents as customers with empathetic care and teamwork being important objectives for achieving our CS culture with improved revenues

Administrator of a 105 bed SNF that was struggling with numerous challenges: staffing, census, reimbursement, labor and expense management, subcontractor management, marketing and Community perception. Left this facility sooner than anticipated due to continued late payments of vendors/subcontractors that negatively impact resident care and jeopardized my license. ACCOMPLISHMENTS• Improved census by 3.1 residents• Reduced Medicaid Pending account from 17 to 5 due to using an ingenious approach to by-pass the local and unresponsive County Human Services Department• Became active with various Community groups to enhance Community perception: Joint Chamber of Commerce, Committee of 50, Rotary, Otero Health Council and Transitions of Care• Bonded with Medical Director and also Hospital Wound Clinic Director who said that I was the best NHA that she had ever worked with• Sponsored by Hospital CEO to join Rotary International

Accepted a position as an Interim NHA for Garden of the Gods Care and Castle Rock Centers during the sales transition of both facilities. My permanent position ended with the new Owner 11.2013. Owner had in-house NHA transfer to this facility.

Administrator of an 80 bed hybrid SNF with a mental health wing of 10 residents. Missed my Christmas flight/vacation due to late December Annual State Survey. Left the facility in March 2013 due to serious family health issue and unexpected divorce situation back in Colorado.ACCOMPLISHMENTS• Increased census by 3.5 with 3.0 being skilled• Met monthly financial and operational budgets• Initiated a CNA. class onsite to grow local staff

Administrator of a 115 SNF with 38 skilled beds which had 5 “G” level tags in the Fall just before I accepted the position and which did not appear on Nursing Home Compare nor the fact that the facility was Union and the DON had just resigned. My challenge was to resurrect the facility from dysfunctionality to organizational excellence. Left with the 3rd RVPO in 1.5 years that created a less than desirable fit.ACCOMPLISHMENTS• State QAN, Quality Assurance Nurse, spoke to me and said she hadn’t been in the facility for almost 1 year and couldn’t believe how positively different the atmosphere was and how staff moved with a purpose compared to her prior visits.• Improved financial revenues by $ 1 MM in 2011 and $ 100 M YTD in 2012• Overrun expenses were corrected and within budgets in 2011 and 2012• Facility PPD of 5.46 on a budget of 5.0 was corrected and maintained in 2011 and 2012• ADC increased from 89.5 to 101.2 and skilled census from 25.5 to 32.7• Turnover reduced from 73% to 30% in 2 years

Interim NHA with a contract DON in a very troubled SNF with sudden loss of longstanding NHA. Stabilized a multitude of complaints with State Ombudsman with whom I had a solid relationship. Replaced numerous staff recruited away by former NHA. Staff expressed their desire to keep me as permanent but my previous experience with this Provider was not what I was seeking full time.

Administrator for a 108 bed SNF located on a large campus with 6 other entities. Despite being recruited twice by the ED who I knew from the Colorado Healthcare Association, she proved to be a micro-manager which made for a difficult fit. Resident Council President called me after I resigned and insisted that I use her as a personal reference due to my customer service orientation with residents and staff.ACCOMPLISHMENTS• Maintained census of 98%• Reduced turnover to 30%• Managed both revenues and expenses favorably• Best collections on record

Administrator for an 81 bed SNF with a specialty ventilator unit and informally mentored the brand new NHA of our “sister” 40 bed Alzheimer’s Facility and new RN Director of the 60 bed bookend Assisted Living Facility. Company decided to create an Executive Director position so one person had control of the entire campus. The new COO hired his “friend” to become the Executive Director since I had limited ALF experience with the resulting loss of both the brand new NHA from the “sister” Facility and RN Director of the ALF. Census fell, an entire wing got closed and complaints increased.ACCOMPLISHMENTS• Significantly reduced the amount and frequency of complaints with the toughest Ombudsman in the State• Increased customer satisfaction per MyInnerView from 42 to 86% • Eliminated $300K in Licensed Nursing by contracting with a foreign Nursing organization

Administrator for a 76 bed SNF with an 18 bed Subacute Unit and 12 bed all female Alzheimer’s unit. The facility was in desperate need of an upgrade because it presented so poorly relative to competition. I left after my 3rd RVPO hired in 2.5 years who managed by embarrassing NHAs publicly.ACCOMPLISHMENTS• Made numerous improvements such as eliminated smoke room and transformed it into a lift storage/charging station and staff vending machine room, remodeled 2 shower rooms one of which had not been operational, had staff design and refurbish breakroom, converted a storage room into a functioning public restroom, patched the asphalt parking lot together with my Maintenance Manager (MM) and installed a concrete swale when a staff member broke her ankle in a pot hole. Except for concrete swale, work done by MM and myself• Won the Blue Ribbon Award (quality care, census development, facility appearance and PPD Management) $ 10K award equally distributed to all staff based upon FT/PT status• Eliminated $300K in CNA. costs by implementing an in-house CNA. school and clinical site for both Nursing and CNAs• Improved census by 4.3 and 5.5 respectively

Administrator of 3 facilities: a 44 bed SNF, 28 bed LTC facility and 10 bed ALF. I had just completed my AIT at a CCRC in Loveland, CO with Evangelical Lutheran Good Samaritan Society. The facility was in crisis with the following simultaneous resignations: NHA, DON, SS and QA/SDC. Essentially the 3 facilities were in a state of “war” with each other and I was tasked to get them refocused. I stabilized and then improved the inter-facility relationships. Left facility before 1 year contract expiration due to unexpected death in immediate family.ACCOMPLISHMENTS• Hired new management team members and released expensive Director of 10 person ALF wing• Stabilized all 3 facilities with positive oversight and accountability• Promoted a qualified LN Manager from the 2nd largest facility who was well recognized to become our QA/Staff Development Manager for all 3 facilities