Managed all daily operations of 16 Ascension Michigan Hospitals, the employed medical group, multiple ambulatory sites, and medical centers throughout Michigan with over 3600 licensed beds, 24,000 associates and 6,500 physicians serving a population of 6 million. Ascension Michigan has a net revenue of $4.6B. • Managed over 40,050 Covid positive patients. • Oversight of Statewide Hospital Incident Command 3/2020 – 2/2022. • Initiated and led Ascension Michigan ABIDE (Appreciation Belonging Inclusivity Diversity Equity) Council. • Operational restructure with geographic alignment to support population health. Quality: • 8/9 eligible hospitals increased Leapfrog scores by at least one letter grade. • Ascension Providence Hospital names IBM Watson Top 50 Teaching Hospital. • Ascension Borgess named IBM Watson Top 50 Cardiovascular Hospital and Healthgrades top 250 Hospital. • Ascension Providence Southfield Campus named by Healthgrades as one of the 24 Leading Hospitals in Early Covid Care. Growth:• Ascension Medical Group (AMG) added 83 PCPs, 67 specialists, 55 APPs in 2021. Currently there are 1,252 physicians and APPs in AMG. • SE Michigan inpatient market share increased from 19% in 2019 to 19.7% in 2021. This includes increases in key service lines of orthopedics, neuro, spine, and cardiovascular. • Mid-North Region inpatient market share increased from 18.5% in 2019 to 19.2% in 2020. This includes increases in key service lines of orthopedics, neuro, spine, and cardiovascular.

Ascension Medical Group, Michigan Market, is a clinically integrated multispecialty group serving three distinct large geographic areas including SE Michigan (Metro Detroit), Mid-Michigan, and West Michigan. The group has a total of 1,074 providers (55% primary care). 143 primary care office sites are offered throughout Michigan. 3,500 associates serve AMG Michigan. • Estimated Net Revenue $530 M, 9 % greater than budget. • Favorable performance on budget by $5.56M (including $5.86M of unbudgeted hires/expense) through Q3. • 394,450 Unique lives seen, 20,000 greater than budget (Q3). • Estimated patient encounters of 3,140,000. • Increased talent with the addition of 201 physicians, and 114 APPs, including onboarding 1/1/19 of GIGP, a primary care group of 61 physicians and 12 APPs• Transitioned from three distinct markets to a unified Michigan leadership and governance structure. • Improved Continuity of Care with In-Network referrals increased from 58.4% to 67.0% (Q3). • Incorporated Behavioral Health, Urgent Care, Sleep Medicine into AMG Michigan. • Statewide service line structure and provided oversight for: Neurology, Oncology, Cardiology Orthopedics and Behavioral Health.

11 Hospitals | $325M Net Revenue | 22 Ambulatory SitesAt OSF, I am charged with strategy and execution, staff development, finance, and management of CVSL services. I oversee clinical and operational outcomes, ensuring that each patient receives quality, efficient, and effective care. === Since taking the job in 2015, I have built and worked with strong teams, and we have accomplished a lot. Here are some examples of what we’ve done so far === ● Increased in one year the net revenue and direct contribution margin from $311M to $325M and $129M to $133M respectively.● Grew from 102,770 to 107,007 the number of unique patients served, a 4.1% increase over previous year. ● Achieved 9.8% increase in new outpatient visits in FY16.● Led redesign of physician compensation model for 60+ physicians, emphasizing group outcome metrics and alignment with population health strategy. ● Achieved positive contribution margin of $182K, and realized statistically significant improvements in 11-month data for heart failure through Transitional Care Service, including a 30-day all-cause readmission decrease from 26.4% to 10.7%.● Realized measurable success with our Cardiovascular Disease Fellowship in 2016-2017, including a 100% pass rate of Cardiovascular Disease Board and Echocardiography Board Certifications.=== Our work has been widely recognized ===● St. Anthony Medical Center was named a Truven Top 50 Cardiovascular Hospital in 2016 and an STS 3-Star (Max 3) for CABG in 2015. ● St. James Medical Center was named among Becker’s Top 100 Cardiovascular Hospitals.● Press Ganey Workforce Commitment Score improved from 3.99 to 4.27 in one year while we reduced Tier 3 departments from nine to one.● Achieved 94.6% CG CAHPS Top Box score, a ministry high.

Four Owned Hospitals | Three Joint Venture Hospitals | 980 Staffed beds | System Health Plan Employed Physician Group | Accountable Care Organization | 10K+ Employees I spent many years at Summa and held numerous simultaneous leadership roles. My ascent there led to appointment as President of the Cardiovascular Institute. === Here is a snapshot of my leadership roles and selected accomplishments at Summa, with more details below === President | Cardiovascular (CV) Institute | 2013–2015Chairman | Department of CV Disease, Akron City Hospital | 2004–2015System Medical Director | CV Service Line | 2008–2015Medical Director| CV Service Line, Akron City Hospital | 2004–2008● Established JV outpatient cardiac catheterization laboratory, recognized as #1 department in patient satisfaction.● Generated 35% of system-wide operating margin and $150M+ in net revenue, resulting in a margin of $40M.● Reduced expenses by $1M+ and realized YOY reduction in implantable costs by establishing service-line specific supply-chain structure.● Improved inpatient and outpatient satisfaction scores beyond 75th percentile as reported by Press-Ganey.● Transitioned from private practice to employment model by partnering with practice leadership to negotiate and finalize a five-year employment agreement with Summa Health System.● Co-Chaired initiative for application and implementation of Centers of Medicare and Medicaid Innovations’ (CMMI) Bundled Payment for Care Initiative (Model 4).● CVSL performed 300 open heart procedures and 1600 PCIs annually.● Built Trans-Catheter Aortic Valve Replacement (TAVR) Program, completing 225+ cases in first 30-months.● Developed an ABIM accredited CV Medicine Fellowship Program; fellows produced 26 publications and presentations in 1st three years. ● Created CV research program that grew into the Skirball Laboratory for CV Cellular Therapeutics. Since inception, 34+ publications printed in peer review journals.

While still performing the duties described below, I stepped into a larger role and built this innovative Institute through a partnership between cardiovascular specialists and Summa Health System leadership that resulted in increased physician engagement and satisfaction. During my time in this role, I directed operations and drove strategic decisions to ensure quality patient care, measurable outcomes, fiscal responsibility, and revenue generation.

I originated the Chairman role in this newly created department at Akron City Hospital, Summa’s flagship and major teaching hospital of Northeast Ohio Medical University. === This role required visionary leadership as well as practical management capabilities === ● Though it was part of a large system, we had to build infrastructure, including policies and bylaws for the Medical Staff. I also designed Morbidity & Mortality Conferences, Peer Review processes, and weekly CME conferences. ● I oversaw graduate medical education, privileging, credentialing, and clinical research enterprise development. ● We integrated vascular and cardiothoracic surgery into the Department of Cardiovascular Disease.

My promotion from Medical Director to System Medical Director broadened my role to oversight of CVSL for the entire enterprise. In both roles I managed business development, growth strategy, physician alignment and financial performance including revenue capture, profitability, volume growth, and cost avoidance. I designed and executed comprehensive strategy for multiple laboratories, cardiac rehabilitation, and other related programs.