Leading all operations of a mid-sized CCRC.

Responsible for leading, developing, coordinating, and implementing plans and research to improve and expand the company’s strategic market position in China and to achieve growth and financial profitability. • Developed an International CCRC Operations Certificate program to train Chinese Executives to open and manage new CCRCs in Beijing, Guangzhou, and Shanghai. • Established six new business relationships with Chinese governmental officials and private industry to promote trade relations and expand business partnerships.• Collaborated and negotiated Joint Venture contract managing future CCRC’s in China and a consulting contract resulting in $700,000 new revenue. • Leads and coordinates all aspects of the development team to open new consulting and management opportunities. • Prepares numerous reports and delivers various presentations to multi-level leaders including boards, senior leadership team, and government officials.• Attends and provides representation as a member of the U.S. Embassy China Senior Living Working Group and the Ministry of Civil Affairs China Planning Institute on Aging; advises Government on developing Senior Living Housing industry and standards in China.

Supervised all aspects of Continuing Care Retirement Communities located in Fresno, Bakersfield, Santa Barbara, Redlands, California and Phoenix, Arizona. Regional responsibilities include budget oversight for $65 million in total revenue, resident satisfaction, employee development and morale, risk management, government survey results, complaint resolution. • Developed QIS survey improvement program that turned around four of the five regional communities from substandard to 4 and 5 star excellent care.• Coordinated and contributed in special project initiatives including: ABHOW Advantage steering committee[Ritz Carlton like customer satisfaction program], developed centralized CCRC policy and procedures for ABHOW corporate, project manager for China joint venture, wellness/fitness Masterpiece Living program, project manager of medical records and financial system software implementation and coordination of remodel and new construction projects in Santa Barbara and Fresno ($190 million total construction costs). • Helped develop and implement Executive Director(ED) Performance bench marks and incentive plan. • Turned around Rosewood CCRC who for a decade lost money, now is profitable.• Developed and implemented ED evidence based coaching program resulting in two executive director turn-a-rounds. • Initiated and implemented “The Best Friends” ABHOW brand program for Alzheimer’s special care units. • Consulted with CCRC Boards on development and strategic planning.

Directed and led all aspects of San Joaquin Gardens (SJG). Responsible for over 194 Residential Units, 46 Assisted Living Units, 88 Skilled Nursing Beds, 22 Special Care Units for Dementia, a twenty seven acre campus and a community Home Care Program. • Oversight for $16 million budget with 240 employees. • Developed strategic master plan that resulted in $150 Million remodel-new construction repositioning.• Reorganized Advisory Board and implemented a strategic master plan process and redevelopment plan. • Opened a Special Care Unit for Dementia and implemented a Fitness/Wellness program used co-equally between residents and employees. • Developed and implemented leadership training programs for all supervisors and developed an employee appreciation and reward program. • Developed “Life Long Learning” Partnership with California State University Fresno. • Taught undergraduate business classes at Fresno Pacific University and Residential Care for the Elderly certificate classes for Fresno City College and Fresno State University. Received a deficiency free survey from the Department of Health Services for Skilled Nursing in 2003. • Chaired Executive Director Council in ABHOW.

Directed and led all health service programs on 16 acre Continuing Care Retirement Community (CCRC) including Skilled Nursing, Assisted Living, Home Health Care, Independent Rehabilitation Clinic, Campus Food Department and Environmental Services.• Led design team to create a new social neighborhood model Health Center.• Successfully relocated all Health Center residents and opened Home Health Care, Independent Rehabilitation Clinic, and Wellness Center on campus.• Renegotiated Food Contract to save $150,000.• Developed and implemented 3 levels of care within Assisted Living increasing revenues.• Increased Ancillary revenue from $200,000 to $700,000 in 4 years.• Member of task force group responsible to open 4 new Health centers in 3 states.• Negotiated Alliance with Alzheimer’s Association, which resulted in a $50,000 grant to open a National Teaching / Learning Center in our existing special care unit.• Obtained a design grant from the University of Wisconsin, Milwaukee towards the remodel of the Alzheimer’s special care unit.• Spearheaded $450,000 fundraising and remodel project of the special care unit for memory support.• Met $4.5 Million budget each year and managed 80 employees.• Developed Mock Survey program reducing State survey deficiencies from 54 in 1993 to 4 in 1995 and 1996.• Opened a weight lifting program for older adults with 105 residents and 45 employees enrolled through partnership with Nova Care and Nautilus fitness equipment.• Developed and implemented a campus Total Quality Management program.

Managed operations of 176-bed facility while helping to design and open a new CCRC in Silverdale, Washington.• Developed and implemented successful marketing program resulting in pre-selling of 75% of 110 units of new CCRC in Silverdale.• Served on Architectural Design Committee that designed Crista Shores.• Developed policies, procedures and plan to open new CCRC.• Managed all aspects of 176 bed Nursing Center with a $7.5 million budget, 255 employees and a $5 million building under construction.• Received a deficiency free survey from the state (1992).• Started with $361,174 deficit and after 9 months, had a $100,000 + surplus, resulting in a $464,000 financial turn around.• Maintained 99% resident census in Health Center, up 2% from previous years.