Consulting in healthcare finance, management, mergers and acquisitions, practice management. Formerly JCW Healthcare.

• Multi-site Dermatology company with operating segments in General Dermatology, Mohs Surgery, Plastic Surgery, Aesthetics, Anatomic Pathology, Clinical Trials and Retail Skincare Products.• Successfully recapitalized business through a private equity transaction. Practice valued at record multiple for specialty.• Developed integrated service strategy leveraging existing business strengths to create scaleable platforms for profitable growth thru both de novos and acquisitions.• Established an anatomical path lab to service internal business and achieved CAP accreditation.• Identified management gaps and reorganized team to improve business segment accountability.• Developed five-year growth map for General Dermatology, which forecasted the geography, operational, management and financial requirements to grow the business 35% annually and assigned specific execution accountabilities.• Established platform for stable scaleable provider growth including provider career plan, business model, development plan, provider roll-in evaluation and process and new location model.

• Healthcare Management and Consulting Company comprised of four business segments: practice management, business services, specialty pharmacy and distribution network, collectively operating thru 400 providers from over 90 locations in seven states and with aggregate revenue of $165 million.• As CEO, negotiated balance sheet restructure, which reduced debt from $34 million to $15 million. Generated multiple constituent support for the transaction from seven Venture Capital firms, Senior Lenders, Subdebt Lenders and other Common Shareholders.• Managed Physician Advisory Board comprised of the physician leaders from major practices under management.• Created new disease management business with immediate high margin opportunity and minimal execution risk (little capital, existing customer base).• Focused business plan and execution to drive growth in the Specialty Pharmacy and Distribution Network to achieve annual revenue increases of 100% and 30% per year, respectively.• Engineered financial turnaround at owned facility turning breakeven operation into seven figure profit.• Instituted data capture resulting in benchmarking, product line reporting and regional profit analysis to identify operational opportunities.

• Healthcare Services Management Company with $110 million in revenue, operating physician, ancillary and procedural outpatient services with 103 providers.• Developed strategies to increase ancillary margins, employ variable expense management, improve returns on growth investments and initiate interdepartmental expense management. • Established financial performance targets to track and improve capitalization, cashflow and management accountability.• Reengineered financial infrastructure to provide detailed cost accounting, segment reporting and statistical performance tracking.• Integrated financial management with operations bringing about increased efficiency and accountability.

(Successor entity from merger of MyKidsDoctor.com and GoToMyDoc.com)(Spun out of Kelson Pediatric Partners as separate company)• Web-based eCRM Company funded with $25 million in equity capital.• Merged the accounting and financial systems of two companies and established board and management reporting packages.• Developed financial modeling, product pricing strategies and competitor benchmarking.• Responsible for evaluating and tracking e-commerce relationships.• Responsible for initial national product launch.• Built team to manage customer service and product implementation.

• Full P&L responsibility for “Network” of thirteen profit centers.• Led alignment of Network operating agendas through quality initiatives and advanced information technologies to improve customer service.• Built unique ”best practices” analytical model, which isolated operating practices that were responsible for above average operating performance.

• Founded and built this healthcare management, consulting and services company.• Successfully sold the business to a public company by coordinating investment banking relationships and diverse shareholder interests.• Established a business development model, which resulted in 40% revenue growth in two years.• Achieved growth in revenues from $15 million to $45 million. • Negotiated professional and global risk HMO contracts. • Established an IPA and Managed Care risk engine to accept and manage clinical risk for HMO enrollees.• Established joint healthcare initiatives with corporate partners including GE Plastics, Martin Marietta, Crane & Company and The Ivey Companies.

• As CAO was responsible for strategic growth initiatives, infrastructure improvement and community relations.

• Managed department responsible for evaluating the internal controls of a healthcare system with $400 million in revenues generated by 73 acute and long-term care facilities and a DME company.