Lee Hamilton Email and Phone Number

Leading a busy 40 bed IRF to help improve the lives of our patients.

Responsible for the operations of both Surgicare of South Austin and the market’s Central Business Office.

Responsible for leading multiple leadership teams with over $40m in combined earnings. Ensure company operational procedures are sustainable and profitable, while satisfying patient needs. Maintain and increase quality standards while overseeing supply chain and staffing productivity to ensure efficiencies.KEY COMPETENCIES: BUSINESS INTELLIGENCE, OPERATIONS MANAGEMENT, PROJECT MANAGEMENT, MENTORINGIncreased EBITDA margin and investor distributions at 2 centers by mentoring new Administrator and Business Office Director● Assumed responsibility from VPO and Senior VP for turning around struggling centers ● Interviewed stakeholders to identify core issues followed by creation and implementation of new strategy● Managed project remotely and updated investors and senior leadershipKEY COMPETENCIES: EMPLOYEE ENGAGEMENT, FINANCIAL REPORTING, TRAINING & DEVELOPMENT, COACHING, CAPACITY BUILDING, Enhanced quality of financial reporting by administrators of 13 surgery centers through group training and education● Assessed state of reports and created individual/group training programs designed to improve financial acumen● Coached individuals and held group WebEx classes, holding each administrator accountable for improving their reporting ability ● Celebrated successes and continued to build on administrator financial understandingKEY COMPETENCIES: MARKET KNOWLEDGE, PARTNERSHIPS, BUSINESS INTELLIGENCE, LEADERSHIP, NEGOTIATIONRevived recently-acquired surgery center on verge of closing by leveraging relationship with surgeon who had intention to build competing center● Explored options with head surgeon, who had been approached by a new group of surgeons to open a new center● Pitched strategy to bring cases to the existing Center rather than build a new Center● Guided the Administrator to prepare for these new cases to ensure the surgeons were happy with their choice

Oversaw reporting and budgeting functions as well as financial, operational, and quality performance of two centers. Implemented process improvements to increase volume, decrease expenses, and properly manage cash flow. Increased accounts receivable and collections, maintaining bad debt at below 1% of net revenue. Introduced methods to monitor and manage supply and staffing expenses for each department. Drove multiple record-breaking partnership distributions and doubled value per unit over 5-year tenure. Key Competencies: BUSINESS INTELLIGENCE, CUSTOMER SERVICE, CROSS-FUNCTIONAL LEADERSHIP, FINANCIAL RESTORATIONEarned 2nd “Hall of Fame” award for revitalization of two surgery centers while providing leadership for both ● Turned around first surgery center, boosting revenue by 4% and EBITDA 13% over period prior to arrival● Followed up with 10% CAGR in Volume and EBITDA between 2012 to 2018● Adopted leadership of second center end of 2016, bringing EBITDA into black with 344% increase ● Increased YOY Volume by 25% and YOY EBIDTA by 50% by end of 2018Key Competencies: SERVANT LEADERSHIP, TRAINING & DEVELOPMENT, MENTORSHIP, STRATEGIC PLANNING, LEADERSHIP BRANDINGDeveloped strong succession plan through mentorship of 12 employees ● Identified individuals with leadership potential ● Coached employees while increasing responsibilities● Monitored organization for openings and made appropriate recommendationsKey Competencies: CLIENT/EMPLOYEE/PHYSICIAN SATISFACTION, CHANGE MANAGEMENT, SERVANT LEADERSHIP, EVALUATIONMaintained satisfaction scores in top tier of overall corporate results by consulting with stakeholders to determine needs (patient satisfaction 98-99%, employee engagement 13th place of 129 facilities, physician satisfaction 100%, leading to attraction of 50 new physicians in 3 years) ● Planned and implemented improvements while keeping stakeholders informed of progress● Monitored results and documented successes

Oversaw budget, expenses, inventory, revenue, and patient charges. Researched, analyzed, negotiated, and procured capital equipment. Reported and monitored physician utilization, specialty mix, procedure mix, OR efficiency, productivity, and patient, employee, and physician satisfaction. Oversaw supply logistics of the OR as well as processes for proper patient charges.KEY COMPETENCIES: PROJECT MANAGEMENT, COMMUNICATION, NEGOTIATION, FINANCIAL KNOWLEDGE, CUSTOMER FOCUSDirected successful multi-million dollar OR expansion project by balancing construction timeline with OR schedule ● Collaborated with construction team to stage project, limiting number of rooms closed at any given time ● Communicated schedule clearly to OR team● Negotiated pricing on new OR equipment needed for new rooms● Identified opportunity to replace fixed urology table with mobile unit, creating additional multi-use room for ORKEY COMPETENCIES: ANALYTICS, METRICS, PRESENTATIONS, EDUCATION, CONTINUOUS IMPROVEMENT, CHANGE MANAGEMENTEarned first Hall of Fame award for aligning hospital leadership team around a better understanding of patient satisfaction results and how to improve these results● Embraced appointment by CEO as Chair of Measurement Team and led volunteer team of leaders to create, distribute, and present hospital-wide analytic report of satisfaction scores● Created educational, entertaining Powerpoint presentations with clear, actionable goals ● Delivered presentations to entire hospital leadership team and department supervisors