James Viscardi Email and Phone Number

• Responsible for network-wide operations including human resources, marketing, real estate, claims administration, finance and practice operations.• Addressed root causes of the three-year increase in the Medical Center subsidy, from $10.5 million to $14.8 million, and the unreliability of the network’s annual budgets. The 2011 subsidy was $9 million. Efforts included consolidating 29 practices to 20, consolidating individual practice billing into a centralized system, establishing billing and collections protocols, streamlining and standardizing procedures and infrastructure, such as uniform phone systems, implementing a single electronic medical records system, developing and applying benchmarks for physicians and practices, and implementation of a revised productivity-based compensation plan. Currently redesigning the plan to de-emphasize productivity and shift to clinical metrics.• Led projects addressing the expansion of market share through practice acquisitions and recruiting.• Achieved National Committee for Quality Assurance (NCQA) Level 3 certification for all practices and physicians for patient-centered medical home.

• Responsible for identifying the feasibility of continued market presence in the Rochester area. Developed relationships with health care providers, purchasers, brokers and community leaders to assess their support for HealthNow’s continued presence. Worked with executive management to assess repositioning strategies for the market. Gathered competitor intelligence and other health care related developments. Determined that continued presence in the market was not feasible.

• Initially responsible for all operations, as well as the company’s strategic planning and relationships. Served as lead negotiator with various U.S. and foreign government agencies. Became President and largest shareholder after the February 1999 management buy-out.• Acquired capital to staff new product development. Re-branded the company’s products by identifying and defining core competencies. Directed the company away from hardware sales to concentrate on selling branded software and custom development. Directed the development and product rollout of 11 new products. Company revenues grew from less than $500,000 to $4.3 million in three years. The company also grew from its reliance on one U.S. customer, to an international company with over 150 installations in 33 countries. Profitability increased from a $1.2 million loss to a $1.1 million gain, representing a 33% margin.

• Responsible for negotiating all health insurance and managed care contracts, identifying and integrating operations and organizational changes required to satisfy the requirements of managed care contracts. Served as primary negotiating resource for the entire NYCHHC health system. Identified new health center sites and physician practice acquisition candidates to serve as new patient channels to hospitals and specialists within the system. • Worked with State and Borough elected officials and community leaders to balance community needs with NYCHHC capabilities.• Negotiated three new managed care contracts worth over $30 million annually.• Driving force behind NYCHHC approval of a new neighborhood health center, located in an underserved area with over $2 million in annual revenue and the potential for $26 million in downstream revenue.

• Responsible for administrative and financial operations, including personnel administration, budgeting, accounting and finance. Also responsible for the administration of grants and contracts, budget preparation for funding proposals, including balancing the roles and financial interests of the organization’s various constituents.• Developed and negotiated the Consortium's indirect cost rate with government agencies. Developed the company's fringe benefit program. Implemented numerous operational improvements including payroll, accounting and finance procedures during a period of quadruple growth.

• Responsible for management of both organizations, including sales, training, customer support and consulting services.• Supported physician solo and group practices concerning financial management, operations, human resources, third party contracting, marketing, information system conversions and new practice start-ups.• Both businesses had operating losses when purchased. Returned both to profitability prior to their sale by doubling revenues and net profits within two years.

• Consulted with hospital, physician and health insurance clients in strategic planning, market research, financial analysis, operations development and implementation of managed care strategies. Assignments included planning and developing new health care delivery systems and insurance entities (IPA and Medical Staff/Hospital models), new product development (Medicare managed care), and planning and developing various for-profit ventures.• Increased NDG’s consulting revenues from less than $500,000 to over $3 million in three years.

Executive Vice President, Blue Shield Operations (1980 to 1985)• Responsible for Blue Shield internal and external operations, including provider relations, contracting and network development, claims administration and utilization management. Additionally responsible for coordinating the sales, marketing and finance functions shared by Blue Cross and Blue Shield.• Served on all Blue Shield committees of the Board of Directors, including Strategic Planning, Utilization Management and Physician Compensation.• Managed the development and implementation of new health insurance products, including two major medical products, three dental products and an IPA model HMO, which enrolled 70,000 members in its first year of operation.Vice President, Professional Relations and Utilization Management (1977 to 1980)• Responsible for all aspects of physician and dentist relations from education and contract negotiations to investigation of fraud and abuse.• Introduced numerous improvements that significantly increased operational effectiveness and efficiency. Developed and managed a new department responsible for cost containment, contract compliance and fraud and abuse. Saved over $10 million in the first three years of operation. Also developed and managed an ambulatory surgery program, encouraging the shift of care to less costly settings that resulted in savings totaling millions of dollars.Claims Manager (1975 to 1977) and Professional Relations Representative (1974 to 1975)