John Richardson Email & Phone Number

Fort Worth, Texas, Us

Dallas, Texas, Us

Dallas, Texas, Us

• Created revenue growth of 54% and 20% net income growth• Opened 4 new offices, two by acquisition• Reduced debt to equity ratio from 20% to less than 6% • Restructured all employee physician contracts motivating higher productivity levels• Renegotiated multiple payor contracts resulting in higher margins for practice• Overcame resistance and implemented multiple operational changes to meet regulatory requirements• Saved hundreds of thousands of dollars annually through restructuring of vendor agreements• Engaged and completed acquisition of two competing practices• Opened offices in new markets and recruited physicians achieving ROI of less than 12mos• Brought changes and investments in technology improving productivity and reducing support costs

Arlington, Texas, Us

• Director of medical specialty practices in DFW including: Oncology/Hematology, Infectious Disease, OB/Gyn, Breast Surgery, Radiology, Radiation, Retail Pharmacy and Laboratory services• Management responsibility for 55 Profit/Loss centers across Dallas/Fort Worth with more than $175MM in gross revenue• Managed multiple facilities with staff in a matrix reporting structure crossing hospital, physician and supporting organizations• Completed three additional 340B initiatives integrating oncology clinics and hospital operations developing new workflows, policies and procedures• Converted EMR systems in 3 oncology clinics from Altos to Mosaiq• Completed Meaningful Use attestation in oncology• Involved with development, presentation and negotiation of physician contractsClinics included:Arlington Cancer CenterPlano Cancer InstituteCancer Specialists of North TexasTrue Surgical PartnersLone Star Breast CareBreast Surgery Center of North TexasBreast Cancer Alliance of North TexasInfectious Care

Us

Held this position under 3 different ownerships: Texas Health Physicians Group; Medical Edge HealthCare Group; Metroplex Hematology/Oncology Associates• Completed 340B initiative converting Infusion Center from physician owned to hospital owned • Integrated existing oncology specific pre-authorization, billing and audit expertise to work with hospital billing departments in order to reduce denials and maximize returns • Developed imaging ancillary pools to encourage referrals from non-oncology doctors increasing radiology billing by 40%• Highly involved in renegotiating doctor contracts to a production model that was compliant with 340B• Management team recognized for efficiency, communication, teamwork and overall positive experience enjoyed by hospital integration team

Us

• Provided leadership through a very difficult and long transition, achieving a 93% retention rate among managed departments• Rebuilt ACC management team through identifying and mentoring internal resources• Increased new patient consults 15% through developing “grass roots” marketing plan that maximized company’s limited funds for rebuilding brand and volume - Partnered with American Airlines and other employers to provide cancer screenings for employees in Dallas/Ft Worth area - Gained media coverage with cigarette exchange for lung cancer screening, providing physician articles and sound bites for media as well as developing human interest stories about patients

Us

• Initially joined ACC as part of a 2-man executive team tasked with unwinding a failed merger, keeping the business out of bankruptcy, and turning around the financials to position the business for sale. • Renegotiated or eliminated IT-related contracts, saving more than $300,000 annually.• Streamlined processes and created new workflows to handle staff reductions of over 35% while maintaining patient volume and service levels.• Assumed management of construction projects to consolidate main campus into a single facility. Completed project 40% below estimated cost while successfully relocating IT Datacenter, Accounting, Stem Cell Therapy, Flow Cytometry, and Infusion Center• Cleared remaining MHOA liabilities after sale of practice and assets to Medical Edge Healthcare Group and separation with CEO - Slashed cash burn rate of more than $150,000 per month with attorneys and professional services by negotiating fixed fees and personally negotiating with creditors - Successfully negotiated vendor settlements of more than $5 million in debt with less than $800,000 in cash - Completed closing of financials, taxes, 401K, defined benefit plans, Department of Labor audit, and “True-up” of accounting with Medical Edge - Oversaw multiple lawsuits as both defendant and claimant, achieving successful settlements and leveraging potential, but unknown outcomes to settle vendor claims

Colleyville, Tx, Us

• Recruited for engagement with Metroplex Hematology/Oncology Associates (MHOA a.k.a. Arlington Cancer Center) whose entire management team had left the company and destroyed significant documents. Performed crisis management to rescue the company by defining its assets, identifying liabilities, bringing spending under control, and resolving numerous problems stemming from the management shakeup • Successfully stabilized operations and provided leadership during the unwinding of a failed merger• Contract bought out by MOHA in order to offer V.P. Operations position

Addison, Tx, Us

• Took over declining sales organization as part of a major organization change. Oversaw 8-member sales team • Created a breakthrough sales model that halted 4-year decline in monthly lease billing, where monthly billing dropped from $1.98 million in 2002 to $750,000 in January 2008, then grew monthly billing 41% to $1.06 million in September while reducing sales cycle from 6-12 months to less than 4 weeks• Won more new clients the first 3 months than the company had in previous 2 years combined

Addison, Tx, Us

• Rigorously analyzed IT infrastructure and company’s growth goals, then instituted multiple initiatives that dramatically improved performance• Reduced staff costs, licensing expenses, and downtime while increasing speed of services through implementing IO Model best practices and consolidating servers• Decreased IT resources’ time spent on internal issues/helpdesk 60%

• Worked with small businesses and not-for-profit organizations, providing technology consulting that included creating technology plans, evaluating vendor proposals, and defining technology needs, business requirements, and various infrastructure projects.• Created business requirements document for a client to solve vendor problems. Document was used to identify unapproved and incomplete work in 40% budget overrun. Negotiated on behalf of client for completion of work as specified in document for quoted price. • Identified business risks of a large IT project for printing services firm. Findings resulted in company’s choosing to seek a different solution.

Dublin 2, Ie

Part of NTT/Verio team• Provided strategic direction to VP of IT concerning communications with company’s Senior Leadership Team. Developed and made key presentations, including “Centralizing IT Services,” “Enterprise Systems Standards,” “Issues and Recommendations for Verio Trouble Ticketing,” “Industry Standards for IT Spending,” and multiple budget activities • Project managed group of 20+ across multiple departments in deployment of company’s first Siebel implementation, with responsibilities including coordination of communications and work for development, integration, offshore (India), QA, operations, training, and third-party vendors / consultants. Completed one of the first successful Siebel 7 implementations nationwide• Key team member for Creation of a Verio Project Management Office, Reorganization of Verio Central IT Services, and Verio IT Policies and Procedures

• Responsible for all planning the application of technology to advance JMIC’s business• As Consultant and Manager, oversaw IT while company grew from $2.5 billion to over $5 billion. Managed soft / hard dollar budget of $3 million• After security audit estimated ongoing security needs at over $100,000 per year, planned and executed a network redesign based upon technology “roles,” allowing security designs to increase effectiveness while reducing ongoing licensing and monitoring costs to less than $10,000 per year

Internet start-up focused on developing online SBA loan applications and back office tools for brokers, consultants and lenders.• Managed all aspects of ongoing systems development, hosting, maintenance, and support, including strategic direction, programming, resource planning, and vendor selection.• Established and managed relationships with the SBA, vendors, partners, and customers at strategic levels.

Garland, Tx, Us

• Lead Consultant on Disaster Recovery Planning and Y2K projects• Performed computer network engineering for clients engaged in financial services, banking, legal, distribution, non-profit, and travel industries• Played key role in sales and marketing initiatives

Master Of Business Administration (Mba)

Bachelor Of Arts (B.A.)