Responsible for developing, documenting all accounting and finance procedures for the group as no formal accounting systems were in place as of 2004. Brought organizational financial structure to five joint ventures and 9 holding companies. Integral partner in developing multiple systems to automate or increase efficiencies in operational areas of the group such as billing systems, financial reporting systems, accounting systems, treasury functions, cash reserve policies and general office proce-dures. Oversight of communication and information systems as well. • 36.4% growth in revenue growth • Decrease $1.7M to $0K in organizational debt.• Decreased administrative overhead from 22.2% to 12.7% of revenues• Performed due diligence with merger of new physician group that added 25% more physicians to group.• Assisted in spinning off physics into separate company which has current revenues of $4.4M annuallyo Physics company has been approached by two national companies for acquisition in last three years.• Facilitated complete reorganization of Finance function along new systems and controls. • Developed year end procedures for all 14 companies for completion of tax returns with external CPA firm.• Reviewed all benefit plans and instituted changes to make them compliant with all federal regulations. • Developed cost accounting procedures to determine to analyze performance by physician or location. • Appointed HIPAA Security Office since 2012 for organization.

Managed all aspects of financial oversight and facility-related operations, including accounting controls, lease management of five facilities nation-wide, program accounting, treasury, and tax and statutory accounting. • Charter member of Quality Systems Management Council that achieved ISO9000-2001 Certification in less than one year. As part of certification developed and maintained extensive operational and reporting manuals.• As a member of Mediation Product Development Team established a copy right process for new software programs being developed. • Established Finance/Investment Council with Board of Directors to oversee fiduciary responsibilities. • Developed first ever Business Resumption and Disaster Recovery Plan for organization• Managed call center upgrade with reporting capabilities of deliverable requirements of state contracts. • Established three out-of-state facilities when granted three new state contracts during tenure, Missouri, Arizona, and Iowa.

Responsible for management of all financial reporting and processes associated with region including capital and operating budgets for the region as well as joint-venture reporting. In conjunction with finance team, developed procedures for preparation of data for Medicare cost reports for each facility as well as preparation of supporting tax documentation for corporate finance related to all tax filings including sales and use tax. REGIONAL CONTROLLER, SOUTHEAST REGION – INDIANAPOLIS, IN (2001 TO 2002)•Responsible for management of all financial reporting and processes associated with region including capital and operating budgets for the region as well as joint-venture reporting. In conjunction with finance team, developed procedures for preparation of data for Medicare cost reports for each facility as well as preparation of supporting tax docu-mentation for corporate finance related to all tax filings including sales and use tax. • Net revenues ($98 million) on 441,000 treatments at 65 facilities.• Coordinated the transition of the SouthEast Region financial functions to a centralized location in Indianapolis in less than 6 months.• Provided financial direction in auditing financial records of SouthEast Region that included over $2M in adjustments that resulted in less than two-cent impact on Renal Care Group’s stock price. • Approximately traveled 60% of time• Participated in business development opportunites both for start ups and aquistions. REGIONAL CONTROLLER, MIDAMERICAN & EAST REGIONS –INDIANAPOLIS, IN (2000-2001)• MIDAMERICA o Net revenues ($78 million) on 282,000 treatments at 16 facilities.• EASTo Net revenues ($32 million) on 120,000 treatments at 13 facilities.• Completed thorough review of financial performance, procedures and controls within one-year/• Approximately traveled 20% of time• Coordinated the implementation of fixed asset tracking system for all locations

Accountable for the management of Information systems and financial management of the organization. Oversaw the financial reporting, capital budging, cash management, medical records, Mail, Purchasing, and daily financial operations. • Member of Clarian Health Group Y2K Committee• Member of Corporate Compliance Committee for Clarian Health Group• Member of Clarian Health Group Finance Committee• Member of Clarian Health Group Financial System Conversion Committee to centralize all financial reporting of health group including subsidiaries.• Established operational efficiencies through utilization of forms design, computer software, and industry compliant regulations.• Developed team work groups and reorganized billing staff and procedures to increase processing of payments and charges.• Financial and facility oversight of establishing two centers in Fort Wayne, Indiana, and two in Goshen, Indiana.

Key member of management start up and opening phases of the 80 bed free-standing physical rehabilitation hospital which was the first joint-venture between Methodist and St. Vincent Hospitals. Managed and developed all finance-related systems in addition to the day-to-day policies, procedures and controls related to the functions of the department. Oversaw the information systems and telecommunications area of the facility and insured that proper protocols were in place for privacy and mainte-nance of system. During my tenure, no downtime was experienced during main hours of operation. • Member of Quality Improvement Board• Completed financial documentation as part of CARF and JCAHO accreditations• Developed policies and procedures for capital and expense budgets• Liaison for all external audits • Developed efficiencies and accuracy in payroll by implementing a time and attendance system• Liaison with departments to discuss financial performance.• Assisted Chief Financial Officer in his roles as needed including cash management and investment policies.