• Achieved EBITDA growth from $9M in 2022 to $18M in 2023 through organic growth as well as Revenue growth from $100M in 2021 to $200M in 2023 for private equity-backed Home and Community Base Services provider.• P&L responsibility for supporting revenue growth and managing expenses through controls and increased operating efficiencies.• Developed and executed comprehensive “People Strategy” to attract, retain and empower a performance driven organizational culture.• Facilitated Executive Strategy Sessions to drive organizational transformation. Deployed strategic marketing plan in collaboration with business development, recruitment, clinical and communications resulting in 15% CAGR.• Designed and implemented a “Best in Class” employee lifecycle process including talent acquisition, recruitment, onboarding, placement and continued employment for team members and field staff.• Increased internal retention from 53% to over 70% while reducing speed to hire from 48 to 25 days.• Direct report ownership of all Marketing, Internal Recruitment, People Operations, Employee Relations, Data Analysis / Reporting and Benefits Administration efforts.• Front-facing to over 3,500 employees in deploying performance management, employee relations, succession planning, total rewards and career path lifecycle. Directly managed deep client relationships with Hospital Networks, Medical Clinics, Funding sources and Medicaid plans.• Executive sponsor for HRIS system replacement which led to overseeing Workday implementation. Experience with Hubspot, Slack, Google Workspace, Asana, Salesforce.

• Responsible for facilitating executive c-suite level strategy sessions, organizational transformation and goal setting for a complex billion dollar healthcare organization• Consistently lead cross functional collaborative teams through the problem solving and decision making process utilizing the Adizes methodology • Executed the implementation of strategic and cross- functional corporate initiatives• Increased retained earnings by 18% through enhancing efficiencies in process design • Skilled at converting destructive conflict into constructive conflict in order to build mutual trust and respect within teams and organizations as a whole• Established a high performance environment by driving clear accountability to execute on strategic plans and achieve KPI metrics across multiple business segments• Supported successful technology scoring, selection, negotiation, implementation, adoption and optimization with CRM, ATS, and VMS integration• Collaborates with and influenced key stake holders across multiple business segments to deliver on corporate initiatives/ projects• Posted 30 year all-time high for Revenue $1.3 Billion and Net Profit two years in a row: $70M in 2018 and $100M in 2019

• Utilized strategic agility and influence to earn buy-in from Executives, Senior Leadership and Office Leadership to develop and establish the Field Support job family structure in 300+ offices nationwide over the course of 2 years• Change management leader as I created a nationwide structure to execute and support the on-boarding, credentialing, payroll, billing and medical records management in the sectors of home healthcare, facility staffing services, travel nursing, companion and behavioral services• Lead a team of 10 direct reports that oversaw operational efficiencies for 800 team members across the nation which supported over 30,000 caregivers in the field• Developed tools and processes to relentlessly pursue efficiency in office operations as evidenced by efficiency ratios. The organization began in 2014 at 35/1 Paid Caregivers/Field Support Personnel but increased to 60/1 by the end of 2018• Implemented a nationwide standard of quality metrics scoring to gauge office performance and efficiency tied to compensation rewards• Developed and executed a strategy to train and support 250 home health offices on the conversion a new enterprise wide Electronic Medical Record

• Sales and Business Development leader who consistently broke new accounts to increase market share in a highly competitive and fast-paced market.• Forecasted sales targets and managed P&L responsibilities to consistently achieve sales goals posting 10%-17% growth year over year.• Reduced the over-90 aging from 20% to 5.7% by streamlining processes, increasing accountability and creating a high-performance environment that rewards success and coaches’ weaknesses to develop skills and competencies.• Executed biometric screening, influenza and Tdap clinics for high-profile corporate clients: Boeing, Google, Amazon, Ericcson, IBM, Nordstrom, Costco and Rite Aid.• Significantly enhanced the patient and caregiver experience by increasing recognition and implementing the “Caregiver of the Year” initiative.• Keynote speaker at the 2010 stockholders meeting on behalf of “Multi-Year Sales Leaders.”

•Promoted to Administrator in Orange after 6 years in the San Bernardino office•Posted 12% growth in Net Income in 2010 over 2009 •Reduced the over 90 aging from 20% to 5.7% •Executed wellness screening, influenza and Tdap clinics for high profile corporate clients such as Boeing, Google, Amazon, Ericcson, IBM, Nordstrom, Costco and Rite Aid•Implemented new processes in regards to HR, Medical Records and staffing in an effort to be more efficient and compliant•Hired new personnel with unique skill sets in order to diversify the business•Instilled customer service focus to boost customer satisfaction scores•Chosen to be a Pilot office for the new “Business Information Reporting” tool•Took part in piloting a new office structure as the Administrator of the office with a separate Accounts Manager and Director of Clinical Services •As a member of the Advisory Board I have had a unique opportunity to play a part in creating the Advisory Board Charter as well as assisting in shaping Maxim’s future by:•Policy/Primer/SOP review before implementation in the field•Provided input on Maxim’s Mission, Vision and Culture Statements as well as the Core Values•Member of the Training and Education Steering Committee as well as a member of the Branch/Corporate Relationships subcommittee•Developed and launched the first nationwide “Mentorship Program” •As an Executive Member of the Advisory Board I have been involved in creating the charter for the Inaugural Advisory Board as well as setting the agenda for quarterly meetings and facilitating all subcommittee activity•Point person for developing Best Practices for the West Region to be used in the National Policy Training Initiative•Prepared and presented possible alternative office structures to the corporate executive team including the CEO, CFO, CIO, CNO, CMO and CCO.

•December 2006 to December 2009 Net Income growth at 261% from $219,671 to $794,449•Drove private insurance business to decrease direct labor percentage from an average of 63% to 55%•Decreased over 90 aging down from 28% to 8.8%•Assisted in establishing the Riverside Companion office by developing the program and running a pilot out of San Bernardino for the first year•Played a key role in opening the Victorville Home Health office by facilitating the licensure process, locating and designing office space and as acting AM for initial survey.•San Bernardino County had one of the largest H1N1 programs in the country providing 16,449 shots totaling $230,286 in revenue. The San Bernardino office conducted the lion’s share of those clinics forging a solid bond with the county that has produced fruit for the seasonal flu season as well•Worked with Regional Accounts Manager to develop a district “Teamsite” on Maxsource to share information, ideas, increase communication and bring the team together. This “Teamsite” format was later adopted by other districts in the West•Exceeded compliance expectations in internal and external audits never scoring below 85%. •Experienced the JCAHO and ACHC credentialing process firsthand•Asked to teach a class at the 2009 West Flu Meeting•Invited to speak on behalf of Multi- Year contest winners at the 2010 Regional Meeting

- Actively recruited quality nurses and caregivers and placed them in the homes of chronically ill patients.- Worked with families to identify their needs and preferences for care-Completed all on-boarding and credentialing functions to ensure compliancy e with federal, state and accrediting body regulations-Processes payroll and billing functions for over 2000 billable hours per week