As a Member of the Board, I support the evolution and execution of the organization's strategic direction, support fundraising activities and event sponsorship, act as a public spokesperson on behalf of of the organization and represent CEAM to other individuals, organizations, and governmental entities.CEAM educates and engages parents, business and civic leaders, educators and the general public in education policy reform efforts in Missouri. CEAM supports effective schools of all kinds and believes all Missouri students deserve access to a quality education, now.Based in St. Louis, CEAM was founded in 2006. Working mostly with loaned staff and volunteers initially, the organization received capacity building support in 2011 that allowed for a dedicated staff of four. Today the organization receives support from a number of donors including a major foundation grant and hundreds of individual donors, many of whom gather each year when the organization celebrates the Champion of Education Reform Award.CEAM is building a statewide network of support for education policy reform. We do this through live events, community and parent engagement, e-mail news, social media, and awareness campaigns.CEAM pays particular attention to parents through our program called Parents for Progress, which provides valuable training focused on policy change and communication. While many groups have an organized voice, parents frequently are not an organized voice in education policy change. CEAM helps parents find a seat at the policy making table by facilitating constituent meetings with elected officials, a policy watchdog effort, testifying at hearings and other opportunities.

I lead a geography with $280+MM in annual revenues, 62 freestanding clinics, 82 clinical programs, and 900+ employees, providing in-center and home dialysis (PD & HHD). I have also been selected as 1 of just 16 executives nationwide to serve as a Leadership Mentor developing high-potential individuals.► Revitalized historically underperforming division to rank in top 8th percentile (#4 out of 50) within 1st 16 months in role, up from #45 out of 50 divisions (bottom 10th percentile) in 2015, expanded geographic footprint by deploying $12M in capital to build new facilities & turn around underperforming clinics.► Quadrupled rate of annual growth from industry average of 4% in 2015 to 16% by 2018, dramatically expanded market share from 25% to 43%, and grew high margin home dialysis (PD & HHD) business in key Metropolitan area by 48% in 2019.► Boosted CMS 5-Star quality rating from average of 3.3 stars to market-leading 3.75 stars (allowing for higher reimbursement rates from commercial payors) and attracted highest percentage of patients with commercial insurance nationwide (10.6% versus average of 10.2).► Created new training program for nurses and patient care technicians recognized as gold standard and extensively studied across entire organization nationwide, slashed annual personnel costs $9M (27% reduction), and improved employee retention from 72% to 82%.► Strengthened previously faltering strategic relationships with blue-chip health systems► Dramatically reduced annual growth rate of $3.5B in labor costs from 5.6% to 1.8% as principal member of National Labor Committee, reversing 3 years of margin compression, delivering $130M in near-term savings, and winning Core Value Award of Accountability in 2018

PotentiaMetrics (A division of PotentiaMED) is a predictive data analytics company with the largest repository of cancer outcomes data in the U.S. As Strategy & Business Transformation Consultant, I was hired to leverage our existing strength in cancer research to drive growth in new market segments and disease states. ► Laid foundation for expansion into orthopedics, cardiothoracic surgery, primary care, and urgent care segments, propelling annual growth► Won TiE50 Award in 2015 and served as case study in Harvard Health Policy Review (Volume 14, Issue 2).

Recruited by Washington University to help develop and instruct novel courses in Healthcare Management:Healthcare Entrepreneurship(U86 HCARE 364)Healthcare entrepreneurs improve the overall quality of healthcare delivery. This course introduces students to the particular characteristics of healthcare entrepreneurship, focusing on the creation, funding, and management of biotechnology and health services enterprises. Students will learn the steps involved in the conceptualization, planning, capitalization, launch, compensation, and management of an entrepreneurial healthcare venture. Students will use course principles and skills to develop an entrepreneurial business plan that addresses a real clinical problem.Healthcare Negotiations(U86 HCARE 363)Healthcare spending in the United States is the highest in the world, and the industry requires leaders who can understand and negotiate opportunities while managing conflict and change. This course covers major challenges in healthcare negotiations, including managing competing constituencies, negotiating financial conflicts, drawing together providers and patients, and leading negotiations about access and quality of care. We also study negotiation pre-planning and competitive assessment, shifting from competition to cooperation, irrational actors in negotiations, and when to end negotiations. The course provides a theoretical framework for negotiation along with simulations with local health industry executivesHealth Care Communications & Marketing Strategy (U86 HCARE 349: 2 Sections)Provide an integrated approach to organizational strategy, brand development and marketing communications programs within health care organizations.Healthcare Finance (U86 HCARE 314: 3 Sections)Examine the relation between market behavior, financial efficiency, and quality in healthcare organizations, an essential prerequisite to an organization’s survival and growth in the rapidly changing healthcare environment.

ASCENSIONGeneral Manager – Ascension Travel Services2012–2014Ascension (the parent of Ascension Health) is a provider of integrated healthcare services with $34B in annual revenues and 155K employees. As General Manager of Ascension Travel Services, I launched a new credit card and travel services business from scratch, serving both an internal client base comprised of Ascension hospitals and clinics as well as other external Catholic hospital systems. In this position, I led 500 employees nationwide.My most notable accomplishments included:► Led 1st effort to monetize Ascension’s shared services infrastructure, growing business $65M in annual revenues.► Rolled out new branded credit card with Bank of America as financial partner and centralized travel with single agency to realize economies of scale, saving broader Ascension organization $10M in annual costs.► Recognized as Ascension’s sole major strategic business initiative executed on time and within budget.ASCENSIONDIRECTOR OF INNOVATION & TRANSFORMATION2008–2012As Director of Innovation & Transformation, I was recruited as a founding member of a new 12-person internal innovation center tasked with identifying new business models and diversifying the revenue stream. I oversaw $28M in capital expenditures and 75 employees.My best achievements were:► Launched Ascension Online Care (1st virtual visit initiative of any major health system in U.S.) and successfully treated 98% of patient base remotely with only 2% requiring escalation to traditional hospital setting.► Recognized as 1st virtual visit initiative in U.S. to obtain commercial payor reimbursement for web-based care (BlueCross BlueShield of Western New York) and to establish retail clinic model with pharmacy partner (Rite-Aid).► Established 1st business incubator/accelerator arm of any health system in U.S. (Enterprising Health), deploying $11M in capital to fund 24 new businesses and advise on launch of 42 others.

National healthcare consulting firm specializing in complex healthcare litigation.Co-Founder and Chief Operating Officer-Developed Fidelity’s organizational structure, planned projects, and implementation strategies[Established preliminary business objectives, service lines, evaluation metrics, and personnel plan]-Managed relationships with over 100 consulting and support staff, including physicians and mid-levels, health system and executive subject matter experts, and industry thought leaders-Co-Led negotiations for new client engagements such as business development terms and Scope of Work documentation-Responsible for all client facing consulting deliverables and client relationships-Co-designed and executed an integrated communications plan via various print and online media[Direct mail and email marketing, web-based marketing, trade shows, promotional materials, and non-traditional viral growth strategies]

Private investment firm primarily engaged in specialty consulting in healthcare, manufacturing & Leasing sectors.-Conducted primary and secondary research to define business strategy and assess competitiveness for the creation of a new healthcare consulting firm-Created Fidelity Advisory Network’s Stage-1 Business Plan-Secured funding from the Board of Directors to launch business-Appointed as Fidelity Advisory Network’s Chief Operating Officer

A privately held, upscale restaurant concept in St. Louis.-Developed a comprehensive Feasibility Study and Business Plan-Gauged market acceptance, assessed competition, and generated sustainable business models-Secured funding to seed venture and bring business to the market-Deployed a community engagement campaign to build support and overcome city regulations-Collaborated with a creative team contracted to assist with developing the firm’s brand identity-Launched business and earned positive press coverage in all regional restaurant publications

Graduate Teaching Assistant-Entrepreneurship (B63 MGT 521, Ken Harrington)-Business Planning for the New Enterprises - The Hatchery (B63 MGT 524, Ken Harrington)-Compensation, Incentives & Organizations (B64 MEC 538B, Barton Hamilton)-Negotiation (B66 OB 524, Claus Langfred)-Organizational Behavior (B66 OB 5601, Kurt Dirks)Undergraduate Teaching Assistant-Introduction to Entrepreneurship (B53 MGT 421, Barton Hamilton)-Business Planning for the New Enterprises—The Hatchery (B53 MGT 424, Ken Harrington)-International Marketing (B55 MKT 477, John Branch)-Organizational Behavior within the Firm (B66 OB 360, Matthew Liao Troth)Negotiation (B66 OB 461, Claus Langfred)

An interdisciplinary community-wide initiative serving the greater St. Louis region.-Developed a strategic marketing plan for the Center’s $3 million Kauffman Grant-Analyzed cross-campus entrepreneurship initiatives within the University’s several Colleges-Recommended marketing vehicles based on overall effectiveness, cost, and multi-user compatibility-Conducted primary marketing research and data analysis for marketing plan implementation-Obtained stakeholder alignment with key leaders within each of the participating Colleges