Management of all financial recordkeeping and reporting for the skilled nursing & assisted living facilities of Francis E. Parker Memorial Home, Inc., namely Parker at Landing Lane (52 bed nursing home), Parker at River Road (79 bed nursing home) and Parker at Stonegate (80 bed assisted living). Parker also operates an Adult Day Care Center (can accommodate 80 participants) and a Health & Wellness Center. Report directly to the President & CEO. • Responsibilities include budget preparation, financial statement preparation and submission, management of general ledger, billing and collections, rate setting, disbursements, payroll processing & related reporting, Finance Policy & Procedure development/implementation• Interact with Board of Trustees and various Board Subcommittees, including Executive Committee, Finance Committee, Quality Committee, Investment Committee and People Committee• Administrative oversight for $1.2B portfolio• Responsible for all financial aspects of $42M expansion project, in addition to participation on Task Force to oversee design development and operational issues• Responsible for assessment of all potential acquisition opportunities• Participate on the Senior Executive Team that o oversees all operational and financial activities of the individual facilities and corporate infrastructureo develops and implements strategic plans for existing and future facilities (project 200% growth in next 5 years)o reviews, approves, implements & monitors all Policies & Procedures.• Interact with independent auditors and tax preparers (IRS Forms 990 & 5500)• Interact with actuaries and consultants regarding defined benefit pension plan and other benefit plans• Interact with legal counsel on all contractual and employee relations issues

Management of all financial recordkeeping and reporting for the skilled nursing facilities of Brighten Health Group and Brighten Management Group, namely Ambler Senior Services, LLC (100 beds), Chateau Senior Services, LLC (160 beds), Church Lane Senior Services, LLC (123 beds), Julia Ribaudo Senior Services, LLC (120 beds) and Winthrop House Senior Services, LLC (142 beds), and all related Realty companies. Reported directly to the Chairman and President. Responsibilities included budget preparation, financial statement preparation and submission, management of general ledger, billing and collections, disbursements, and payroll processing & related reporting, as well as serving as the primary liaison for all lenders. Additional responsibilities included negotiating with 4 bargaining units at the facilities, interaction with various legal counsel, major vendor relations (as dictated by financial situations) and review of new vendor relations, interaction with tax accountant, interaction with independent auditors, management of due diligence activities necessitated by any proposed financing or acquisition opportunities, management of cost reporting activities, and participation on the Management Committee that oversaw all operational and financial activities of the individual facilities. • Successfully managed the companies through several severe liquidity crises.• Secured $1,050,000 in financing for the acquisition of the Ambler facility.• Instrumental in negotiating a $34,000,000 sale and leaseback of the facilities.• Negotiated new labor agreements with four collective bargaining units.

Responsible for the operations management of several multi-physician practices, representing 30 physicians and 75 employees. Reported directly to the Executive Director. Responsible for all financial operations, including five year strategic plan, annual budgets and preparation of monthly financials. Additional responsibilities included management oversight of all construction projects, review of all acquisition feasibility studies and coordination of a patient referral database.

Strategic and operations management for this 126-bed Acute Care Hospital/Skilled Nursing Facility. Reported directly to the Board of Trustees.• Avoided a planned Chapter 11 filing by arranging for $600,000 in short term loans, in conjunction with rapid bottom line improvements.• Implemented new outpatient programs (e.g.- Cardiac Rehabilitation, Sports Medicine, Mobile MRI) to enhance net revenue by approximately $750,000.• Recruited Orthopedic Surgeons and Internal Medicine Physicians to stabilize major weaknesses in ARMC’s primary service area.• Spearheaded effort to establish Assisted Living Facility on the grounds of ARMC.• Negotiated new labor agreements with the hospital’s two collective bargaining units, resulting in significant savings for ARMC.

Total responsibility for all financial operations of these acute care/psychiatric/SNF hospitals. Reported directly to the hospital President and Finance Committee Board of Trustees. Oversaw staff of 39, 35 and 41, respectively. Supervised Controller, Director of Admissions, Business Office Manager, Director of Materials Management and Director of Data Processing. Responsible for legal, audit and banking relationships. Served on and/or reported to various hospital Committees. Also, was actively involved in Total Quality Management Program.• Generated $3.3 million additional net revenue over a two-year period by obtaining Medicare Dependent Hospital status.• Review of previously filed cost report resulted in additional payment to Hospital in the amount of $650,000.• Leader for Accounts Receivable project team that reduces receivables by approximately $2.0 million by improving billing procedures and by installing Medicare (MECA) and Medical Assistance (ECNI) billing access systems.• Restored confidence of lenders and major vendors subsequent to hospitals $7.0 million loss in fiscal year 1990 prior to my arrival.

Total responsibility for all financial operations of this 150 bed acute care community hospital. Reported directly to hospital President and Finance Committee Board of Trustees. Oversaw staff of 53. Supervised Controller, Director of Admissions, Business Office Manager, Director of Materials Management and Director of Data Processing. Responsible for legal, audit and banking relationships. Served on and/or reported to various hospital committees.• Increased net revenue by approximately $850,000 with a selective rate increase.• Implemented productivity management system that generated $250,000 in savings.• Switched to self-funded health benefit plan that saved approximately $100,000.

Total responsibility for all financial operations of this 178 bed, acute care community hospital. Reported directly to Hospital Administrator. Oversaw staff of 33. Supervised Controller, Director of Admissions, Director of Medical Staff Services and the Director of Materials Management. Responsible for legal, audit and banking relationships. Served on and/or reported to various hospital committees.Controller – 1983 – 1988Oversaw accounting operations. Reported directly to Director of Fiscal Affairs. Directed staff of 16 in the areas of Accounting, Business Office, Payroll and Data Processing. Total responsibility for treasury functions and third party payers.• Primary representative in $7 million lawsuit against Department of Public Welfare over a four-year period settled in favor of the hospital.• Actively involved in Physician Recruitment activities generating $6 million per annum.• Coordinated installation of SMS computer system for all accounting functions.• Responsible for all Third Party reporting functions and audits, increasing revenues by approximately $2 million over a five-year period, as well as Budgeting activity.• Recommended installation of energy management system generating $100,000 savings.

Total responsibility for all financial operations of this 117 bed acute care community hospital. Reported directly to hospital President and Finance Committee Board of Trustees. Oversaw staff of 25. Supervised Director of Admissions, Business Office Manager, Director of Materials Management and Director of Data Processing. Responsible for legal, audit and banking relationships. Served on and/or reported to various hospital committees.