Mark Colley Email & Phone Number

Salt Lake City, Utah, United States

Salt Lake City Metropolitan Area

Was a key contributor and leader for nine years in this prominent data analytics company, which evolved from the acquisition or merger of several entities in the health care analytics space. I started with Healthcare Insight (HCI), a subsidiary of Verisk Analytics, which later merged with 2 other subsidiaries to form Verisk Health. After acquiring 3 more companies, Verisk Health was divested to private equity and renamed as Verscend. After two more acquisitions, Verscend finally assumed the name of its last acquisition -- and became known as Cotiviti.During this time, I contributed in many important roles, starting with directing the creation of the first data warehouse at HCI, and revamping its billings systems. Subsequently promoted to VP-Finance, then COO, and finally Head of Finance for all Verscend entities before the final acquisition and merger with Cotiviti. As a result, I was instrumental in this rapid growth and had extensive exposure to all aspects of the business. Those experiences are detailed below.

Salt Lake City Metropolitan Area

Financial Systems:- oversaw migration of Peoplesoft to NetSuite Financials after sale to private equity- collaborated with Finance leaders to assimilate a $45M acquisition into NetSuite ERP- guided efforts to reduce month-end closing by 2 days- directed multiple billing system enhancements to further expand capability and efficiencyFP&A:- Championed the efforts to develop financial/ops datamarts and dashboards in MicroStrategy BI- Originated a sophisticated statistical model to forecast and reserve potential revenue reductions due to denied payments of client medical claims- Developed new revenue forecasting models for the Payment Accuracy division (PAD) that improved accuracyManagement:- Legal signatory for bank accounts and financial agreements- Re-organized Finance to enable controlled staff expansion from 4 to 28 members during M&A- Directed the Billing, AR, and Collections teams that reduced DSO by 25% in 10 months.Client Contract Negotiation and Pricing- SME on all major Payment Accuracy client contract negotiations for finance/ops issues- Re-wrote revenue recognition policy covering all Verscend services- Created a complex pricing function for large health insurer contract negotiations that generated over $300M in TCVLeased Property Portfolio Management- Oversaw lease portfolio across 9 national locations including multiple renewals, expansions, and relocations- Orchestrated downsizing and sub-leasing of excess capacity saving over $2M yearly- Established and managed all casualty and general liability insurance coverage (auto, employer’s liability, workers’ comp, crime, fiduciary, professional (E&O), and cyber liability) saving ~$50K per yearAudits and Due Diligence related to M&A- Performed integral role in audits required for sale of VH to private equity suitors, and assisted in Transition Services Agreement governing the separation- Jointly managed multiple quarterly/annual audits prior to sale with no deficiencies

Greater Salt Lake City Area

Oversaw the Account Management/Client Services team, Payment Accuracy billing, and Facilities. Responsible for initiating reorganization of client relations after acquisition of Bloodhound subsidiary, as well as re-assessing lease management and capacity utilization of consolidated VeriskHealth offices. Successfully relocated one office, and expanded another with minimal disruption.

Greater Salt Lake City Area

VP-Finance for Payment Accuracy Division of VeriskHealth, a subsidiary of Verisk Analytics (VRSK). Managed all subsidiary accounting (on Peoplesoft), financial reporting to corporate, and custom billing systems. Conceptualized and developed monthly budget performance and accountability process, billing enhancements, and financial datamarts for operational analysis. EBITDA improved from -5% to over 35%. Performed integral role in assimilating 2 acquisitions (Bloodhound Technologies and Mediconnect) and the consolidation of two other Verisk Analytics (EAD and RQI) entities into VeriskHealth that increased revenue 12X,

Salt Lake City Metropolitan Area

Responsible for all business systems for the Payment Accuracy Division (PAD) of Verisk Health, including Sharepoint, SalesForce.com, Revenue forecasting, and business intelligence. Evangelized and directed the development of PAD's first automated data warehouse and business intelligence platform with over 2 million rows of data on Oracle Business Intelligence Enterprise Edition (OBIEE), which replaced Excel and SQL processes that had required 3 weeks of manual effort to update after month-end. Designed and developed corporate metrics and dashboards to report KPI's, product efficiency, and forecast revenue. Re-engineered multiple improvements in the billing system that improved accuracy and reduced processing time by 75%, including one process that required 16-24 hours per month down to 2 hours.

Responsible for internal IT as well as service product software development.• Developed analytical cost models to help manage an inventory of 4,000 offender tracking devices that saved over $1M in the first year (on revenues of just $10M annually) -- a 54% reduction in the most significant operating cost component which helped the company achieve its first positive gross margin• Implemented new Avaya telecom equipment, and redesigned/configured all telecom and network circuit infrastructure that further reduced telecom costs by over 75% in 4 months, while managing IT staff and outsourced software development & maintenance resources

• Managed 4 teams involved with inContact, a web-based IVR/ACD call center solution, including Sales Engineering, Project Implementation, Professional Services, and Technical Support • Designed and began using new implementation methodology intended to reduce implementation cycle by 20%, increasing revenues and responsiveness to customers.• Implemented new time tracking system for Professional Services to improve chargeability and provide better metrics for managing team and individual accountability.• Resolved escalated customer complaints on implementation issues, and coordinated process improvements for reporting outages, project management, prioritizing bug fixes, and product ideas.

• Directed telecom and network infrastructure teams - Negotiated contracts and managed all IT vendors at 3 US locations. Reduced corporate comms expenses 65% in 2 years.- Selected and implemented an web-based “software as a service” IVR/ACD to replace a premised-based ACD, saving well over $100K/yr.• Managed the Application Development Team responsible for maintaining the ERP, Financial, and Operations systems- Restructured department to reduce costs by 55% during the first 8 months, resulting in annual savings of over $1.6 million. Reduced IT expense as percent of revenue from over 12% to under 4% in 4 yrs.- Implemented a custom Oracle-based global CRM, a web-based Sales Force Automation system, payroll and HR systems, and enhanced company intranet with Employee Expense, Travel Authorization, and Employee PTO applications.- Implemented web-based reports using Cognos for Financial, Sales, and Operational areas from Oracle-based data warehouses and datamarts.

• Responsible for Cust Care, Provisioning, Order Entry, Billing Support, & Fulfillment- Managed Call Center, improved service levels, reduced customer hold times by 80%, reduced employee turnover- Initiated Best Practices to establish policies and procedures. Oversaw committee coordinating enterprise projects• Managed Info Systems Group responsible for Oracle-based CRM and Ops Support Systems- Developed billing systems for both traditional and VoIP applications- Implemented new financial systems, and commission and sales reporting systems- Developed controls to detect & prevent fraudulent use of phone accounts and credit cards reducing cost and frequency of abuse by 80%- Modified order entry, provisioning, credit card processing, and customer support systems for new IP-based product releases- Developed web-based telecom order and provisioning system. After deployment, 70% of orders were handled automatically over the Web- Increased staff from 7 to 22 over 18 months

- CIO for a large refrigerated trucking, managing a total annual technology budget of $3.5 million.- Negotiated new telecom contracts, saving the company approximately $700K/year.- Reorganized the department, cut staff from 29 to 18. Decreased overall MIS budget by over 25%, while improving morale, increasing staff retention, reducing involuntary turnover to virtually zero, and improving IT productivity.- Implemented new, state-of-the-art telecom systems, including ACD, call processing, and voice mail. Became one Siemens Rolm’s “showcase” accounts, supporting a complex call center with over 200 agents and dozens of ACD groups.

- In charge of all technology (data, network, and telecom systems) and 25 staff during the period in which HealthRider grew from $60 million to $240 million in annual sales. - Successfully replaced all enterprise-wide information systems within the first year.- Implemented state-of-the-art Call Center and telecom solutions for a 75-seat center and became a national “showcase” account for Siemens Rolm (PBX & ACD). - Negotiated all telecom contracts and oversaw the construction of technology in new corporate building. Planned and orchestrated relocation of 350 personnel & systems in a single weekend.

Bachelor Of Arts - Ba, Economics, With Math Minor (Concentrations In Econometrics And Statistics), Graduated With Honors.

Master Of Business Administration - Mba, With Emphasis In Finance, Operations, And Quantitative Methods, Graduated In Top 15% Of Class