Veridicus Health is a family of companies that includes a PBM (pharmacy benefit management company), a health insurance company (Granite Alliance Insurance Company), and a vibrant retail pharmacy. In my role on the team, I lead all financial functions for each of the Veridicus Companies. - Responsible for all internal and external financial reporting, forecasting, planning, budgeting, and financial compliance for insurance, tax and related regulatory entities. - Assure that all cash management, funding, capital projects and liquidity needs of the organization and service partners are met. - Serve as primary lead in banking/lender relations, audit relations, and investor relations.- Led the company's 2015 recapitalization to support continued growth and expansion.- Business development decisions, strategic planning, acquisitions (led modest addition in 2014), expansion, product pricing and the organic growth of Veridicus.

CFO ('07-'10) CEO ('11-'14)InnerChange is a privately held entity that owns and operates residential treatment facilities and therapeutic boarding schools serving troubled youth, young adults, and their families at five program sites in three states.- Invested in the company in 2006 at its founding with private equity partner and founder.CFO- Joined the company as CFO in 2007.- Addressed non-compliant bank loan covenants, and successfully worked through all terms with full repayment to lenders.- Closed two unprofitable sites from 2006 acquisitions.- Increased profitability 65% from '07-'12, and grew revenue by a 25% compound annual rate during that time period through expansion, rate increases, new services and reducing bad debt from 2.1% of revenue to .4% of revenue.- Improved customers' experience through contractual enhancements, better front-end communication with clients, and increased transparency.CEO- Led the company through a successful sale/PE transaction at the end of 2011 which produced positive return metrics to stakeholders, overcoming investment timing (pre-recession) and closure and write-off of a large 2006 acquisition.- Helped guide the company through challenging period of adverse risk\outcome experience. Worked with insurers and legal team to resolve the matter, and protect the business and our employees.- Acquired two additional subsidiary companies/program sites (Chrysalis & Oakley) to expand services and leverage overhead.- Supported team effort to rebrand InnerChange with new logo, tagline, and supporting materials.- Significantly expanded capacity and grew the business at our southern Utah campus, and successfully completed $2.5 M cap ex project to expand capacity to support organic growth needs in northern Utah.

ClearPlex is a remarkable product! This environmentally friendly technology helps reduce the expense and waste associated with broken windshields. International sales are growing, and use is expanding.

Altius was a complete and successful turnaround! We acquired this financially distressed company in late 1998, and through a complete overhaul of leadership, systems, and strategy, we improved service to clients and partners dramatically, and our initial very significant losses were eliminated and the business was made handsomely profitable. Health plan enrollment more than doubled to over 220,000 members. We sold the company to Coventry in 2003 (too early), and profits continued to grow by a factor of several times while I was part of the executive team at Altius. This was a remarkable team effort and a meaningful and memorable work experience for me.- Increased Profitability: Lead termination of unprofitable Medicaid and Medicare product lines. Initiated selection process and contract with iHealth claims editing software, which reduced payment errors and overpayments by more than $1.0 M/year. Improved customer service and thus vital retention of profitable client groups. Revenues exceeded $230 M in exit year (2003), and continued to grow annually thereafter.- Team: Hired, retained and managed a terrific high performing team of key leaders in Finance/Accounting and Operations (Claims/Customer Service/Enrollment). Recruited VP who became CEO.- Capital: Worked with CEO in raising $11 M of private investment capital during challenging macroeconomic conditions. Produced favorable economic results at exit for all investment partners.- Acquisitions & Transactions: Acquired small local competitor. Lead diligence and key financial deal terms of purchase and sale agreements for new equity capital mid-turnaround, and sale of the company at exit.- Financial Management: Responsible for all regulatory/statutory reporting with state insurance regulators, and all internal financial reporting and product line reporting for management and the board. Managed surplus cash investments, audit partner relations, and other financial aspects of the business.

First job out of graduate school. FHP was a fully integrated HMO with both insurance and direct healthcare services. I joined the company in the management development program as an analyst, and was able to work in various management roles in my eight years here. While I never left the company, as the care providing side of the business was spun off and sold, I ended up working for three different entities, without leaving the same asset/operation.Finance Director (1995-1998): Formed a new finance team to support the care-providing side of the business. Lead all finance and accounting for 900+ employee operation.Associate Medical Center Administrator (1993-1995): Line management responsibility for seven ancillary departments at a multi-speciality clinic.Plan Manager (1992-1993): Managed two modest sized IPA's with a $2.0 M annual operating budget. Responsible for contract negotiation and management for all care providers in the network.Analyst (1990-1991): Served as an analyst to the company's executive leadership team. Primary focus was on hospital and medical care contracts, new facilities and expansion, and new health insurance products.