CORPORATE PROFILE: A $4.2M Alternative Medicine company with 64 franchise locations.

CORPORATE PROFILE: A $4.2M Alternative Medicine company with 64 franchise locations.ACHIEVED IN THIS ROLESCOPE OF RESPONSIBILITY & ACHIEVEMENT• I was recruited by the Chairman to assume the leadership role, manage the startup, and scale up the business. Altogether, I rebranded the company, led new product development initiatives, recruited revenue generation executives, expanded delivery, restructured vendor relationships, streamlined franchisee models/contracts, instituted accounting best practices, and created/launched a G2M strategy. These efforts drove revenue growth 9X within 2 years, expanded national presence 24X, and quadrupled brick-and-mortar locations. This made the company an attractive takeover target. With this, I led the negotiation and final sale of 61% of its shares to a third party and was retained as an Advisor to the Board. This was accomplished through the following initiatives:PHYSICIAN ACQUISITION / TECHNOLOGY INTEGRATION• The company lacked a physician recruitment strategy, preventing medicinal licenses in new states. I interviewed telemedicine software companies, identified licensed physicians, created landing pages for each state, evaluated databases, and led implementation over 90 days. This opened access to care for over 180K patients in two years and was declared an SOP/Best Practice.GROWTH STRATEGY• The company attempted growth efforts outside the Miami area with limited success as underlying issues became apparent. I was recruited by the Chairman to discover/amend concerns. Over 120 days, I created a new logo/website/product packaging, documented SOPs through a new proprietary software for training, sourced a new vendor, and hired talent with franchise sales experience. As a result of these efforts, the company’s overall value rose from ~$1M to $4.5M and expanded from 18 to 64 new locations across Texas, Georgia, and Ohio.

CORPORATE PROFILE: A Private Equity firm and Consulting company specializing in physician practices. RESPONSIBILITY PROFILE: I was recruited by the Board of Directors for a medical management company to serve as Chief Consultant and identify targets for potential acquisition. As part of this, I investigated the investment potential of several organizations and elevated findings to the Board.

CORPORATE PROFILE: A startup healthcare company coordinating in-patient diabetes care to reduce overall costs and improve care outcomes. RESPONSIBILITY PROFILE: I was responsible for leading all launch functions, including office setup, payer/provider contracts, the GlyCare University buildout, and strategic development. I also established business infrastructure for a de novo hospital-based in-patient diabetes management program.ACHIEVED IN THIS ROLETRAINING & MENTORING / DEPARTMENTAL STARTUP• New caregivers required training on proprietary diabetes treatment processes. I sought to implement an online development program. To accomplish this, I collaborated with physicians to map processes, hired an IT technician to design the platform, created learning materials/courses, and recruited endocrinologists and nurse practitioners. These efforts deployed GlyCare University, and the program continues to educate healthcare professionals on highly specialized patient care algorithms.

CORPORATE PROFILE: A $1.4B Healthcare company with 13.5K employees. RESPONSIBILITY PROFILE: I reported to the Group President with a $6M OPEX and 200 employees with four direct. In this role, I transitioned existing proprietary platforms from Riverside EMR/EHR, accounting/HR software, and IT infrastructure. Additionally, I collaborated with physician groups to determine annual budgets and negotiate acquisitions to continuously expand regional partnerships.

CORPORATE PROFILE: A $29M Healthcare company with ~300 employees. RESPONSIBILITY PROFILE: I was responsible for a $15M OPEX, a $29M P&L, and 200 employees with four direct. I owned daily practice/facility operations, including payer negotiations, physician management, business development, and organizational growth.ACHIEVED WHILE CHIEF EXECUTIVE OFFICER (2015 – 2016)MARKET EXPANSION / REVENUE OPTIMIZATION• I discovered the company needed to acquire new physician offices to augment market growth. To lead this, I organized door-to-door marketing/meetings with potential referring physicians in new office areas, fostered relationships with an anesthesiologist group, and integrated/trained HIPO talent on billing revenue improvement. These efforts opened five new offices with Level 3 office-based procedure rooms, all locations experienced ROI within 90 days, and all physicians required a mid-level provider to cover volume within 180 days.COMPENSATION INCENTIVES / STRATEGIC PARTNERSHIPS• The company sought to expand its influence with physicians/associates. I identified the need for additional incentives to drive partnerships. I created/introduced physicians to a new compensation model, negotiated terms/contracts, and assessed monthly revenue. These efforts achieved the highest overall physician satisfaction/retention levels. This engagement was replicated as a Best Practice throughout the Southeast region following the acquisition by Surgery Partners.MENTORING / HIPO TALENT IDENTIFICATION• I identified the potential of a recently hired accountant with no prior healthcare experience. To foster this, I encouraged them to become a CPA, collaborated on physician communications, trained them on pro forma creation, and opened development opportunities throughout the Surgery Partners acquisition. This talent is now the CFO of the largest private physician’s group in North Florida.

ACHIEVEMENTS CONTINUEDMENTORING / HIPO TALENT IDENTIFICATION• A Medical Assistant displayed great potential. First, I transitioned them to a front-office position and, upon the launch of a high-complexity lab, entrusted and closely managed them to lead the operation. With this, I conducted weekly coaching and partnered to grow other offices. The professional assumed the SVP, Physician Services role and now serves as an Operations VP.REVENUE OPTIMIZATION / SERVICE LAUNCH / VENDOR MANAGEMENT / MERGERS & ACQUISITIONS• A physician’s office was being displaced at every competitive facet of operations by a large competitor. I was recruited to restore competitive edge and grow revenue. I built the strategy and led the migration of critical functions in-house, recruited/hired five additional physicians, launched new locations in Georgia/Florida, renegotiated vendor contracts, and acquired three offices. These actions skyrocketed revenue 4.3X ($6.5M to $28M) in two years, funding the $80M Surgery Partners acquisition within four years. I was promoted to SVP, Physician Services – SE Florida for Surgery Partners.

CORPORATE PROFILE: A $69M Healthcare company with 500 employees. RESPONSIBILITY PROFILE: I reported to the Chief Financial Officer with a $78M OPEX. With this, I was responsible for preparing/presenting the financial reports of eight entities to physicians/leadership within the region’s largest GI group. Coordinated investment opportunities, including pro forma development, risk analysis, and financing negotiations.ACHIEVED IN THIS ROLEPAYER NEGOTIATIONS / DUE DILIGENCE• I was entrusted by the CFO to improve contract terms with large payer groups, including Cigna, Aetna, UnitedHealthcare, and Careplus. I conducted due diligence/reviewed existing terms, renegotiated contracts, forecasted potential volumes, and outlined incentives/expenses. These actions secured favorable terms that drove $5.4M in revenue growth.

CORPORATE PROFILE: A ~$112M Healthcare system with 7K employees. RESPONSIBILITY PROFILE: I reported to the Chief Supply Chain Officer with a $22M OPEX and 18 direct reports. I was responsible for surgical supplies, equipment, budgets, and supply chain management. Additionally, I led vendor negotiations and process optimizations.

CORPORATE PROFILE: A $17.9B Nonprofit Healthcare organization with 76K employees. JACKSONVILLE CAMPUS PROFILE: A Short-Term Acute Care hospital with 307 beds generating ~$3.5B in total patient revenue.RESPONSIBILITY PROFILE: I reported to the Director of Supply Chain and was responsible for negotiating new hospital contracts, including equipment/supplies. Furthermore, I designed a financial management plan to integrate operational metrics into all monthly reporting, enabling actionable leadership discussions and establishing the new standard across the organization.ACHIEVED IN THIS ROLEVENDOR NEGOTIATIONS / RESOURCE PLANNING• Due to prior successes, I was selected to rejoin the company and negotiate vendor contracts for a new hospital. I researched supplies/services/equipment vendors, developed agreements, redesigned supply chains/operational efficiencies, implemented training/procedures for biomedical waste, and launched a financial dashboard. This secured necessary resources while $3M under budget, reduced biomedical waste in landfills by 15%, and the dashboard would be standardized across the company.

CORPORATE PROFILE: A $50M Hospital & Healthcare company providing medical billing services with 120 employees. RESPONSIBILITY PROFILE: I reported to the Chief Executive Officer with a $8M Billing Center Budget. I was responsible for recommending financial performance improvement plans to physician clients during monthly operational reviews. I also negotiated financials and the purchase of adjacent properties to support expansion.

CORPORATE PROFILE: A $17.9B Nonprofit Healthcare organization with 76K employees.RESPONSIBILITY PROFILE: I reported to the Director of Supply Chain with 27 direct reports and was responsible for procuring supplies/products, improving contract compliance, and streamlining inventory control

RESPONSIBILITY PROFILE: I reported to the Logistics Manager and was responsible for redesigning supply rooms and establishing par levels for each hospital nursing unit.

RESPONSIBILITY PROFILE: I reported to the Director of Nursing, Labor & Delivery and was responsible for supporting physicians through patient births, including C-sections.

CORPORATE PROFILE: A Military branch with ~337K active duty and ~101K ready reserve personnel.