Fortium Partners is an IT turnaround and technology services firm providing world-class IT leadership to clients focused on finding solutions to complex technology issues or difficult-to–solve operational challenges. Fortium serves public and private companies across a variety of industries, placing expert project teams and operational leadership in technology-related roles. Fortium Partners have 25 or more years of technology experience, most recently in a senior leadership role. Interim CIO and CTO roles, M&A, Due Diligence, Post Merger Integration, Carveouts.Neil joined Fortium Partners with more than 30 years of technology leadership, and the last 20+ in the C-Suite. His forte is driving business transformation through delivery of digital solutions with an emphasis on quality. He has successfully worked in a range of environments from Fortune 100 to mid-market to emerging enterprises including private equity-owned companies. Most recently, Neil served as Chief Information Officer (CIO) and Chief Technology Officer (CTO) of AdminaHealth, LLC. AdminaHealth offers a cloud-based invoice consolidation, reconciliation, and payment management SaaS solution to the health insurance/benefits industry. Neil established an agile-at-scale approach, building out the initial technology organization to support custom product development in the cloud and set up a talented team of developers, quality assurance, DevOps and customer success staff. With the launch of the new product in 2020, his technology team migrated legacy customers, achieved HITRUST/NIST certification, and rapidly onboarded new customers to scale the business.Areas of Expertise: Transformational CIO/CTO, Turnarounds, Technology Leadership Executive, Software-as-a-Service (SaaS)/Cloud Offerings, Software Product Strategy and Execution, M&A IntegrationIndustry Focus: Hospital & Healthcare, Computer Software (SaaS), Insurance, Financial Services, Information Technology and Services, Banking

AdminaHealth LLC is the operating subsidiary of parent Salus Finance LLC, offering a billing suite that provides bill consolidation, reconciliation, and payment processing via a turnkey SaaS (software-as-a-service) subscription model. Originally private equity-backed, now privately owned. 50+ technical staff, $10 million budget. - Recruited CIO-consulting engagements as CIO/CTO to transform and scale their employee benefits Billing Suite SaaS software product to meet increasing market demand, significantly expanded functionality plans, and a 2021 break-even. Reporting to the CEO, responsible for all R&D product engineering, DevOps and IT support functions for the company, as well as Customer Success.- Built out the initial technology organization, including product engineering R&D and Run operations, to support the custom development (Microsoft stack) in the AWS cloud for necessary rewrite of the billing suite. Set up the optimal structure of Microsoft stack developers, testers, analysts, Azure DevOps and customer success support staff, in an Agile/Scrum development, release management, and continuous integration & deployment (CI/CD) environment. - Implemented Disaster Recovery, Business Continuity, Redundancy, Load Balancing, Advanced Cloud Security, Deployment Pipelines, Flexible Capacity Provisioning, and Application Health Monitoring.- Designed and implemented rules-based architecture for product flexibility relative to interfacing and ingesting data from many employee benefits source systems, payroll systems, and insurance carrier billing systems. Designed business intelligence and analytics, rich white-label capabilities, customizable workflow variations, and API interfaces.- Launched the new Billing Suite platform in 2020. Migrated legacy customers from existing platform (low code). Onboarding new customers since 4Q’20, included direct companies, brokers, associations, TPAs, carriers, and channel partners.- Achieved HITRUST/NIST certification.

Warburg-Pincus is one of the top 5 private equity firms in the world. The firm has a 50+ year track record of growth investing, building world-class businesses around the globe, in Consumer, Energy, Financial Services, Healthcare, Industrial & Business Services, Real Estate, and Technology. - Due diligence advisory services for Warburg-Pincus-led team on M&A acquisition of niche industry leader SaaS software company and their health care practice management product suite. Deal was closed several months later.

Upstream Rehabilitation and Drayer Physical Therapy Institute are private equity-backed companies. The combined companies operate physical therapy clinics in 750+ locations nationwide, with 7,000 employees, and generating $900 million annual revenue.- Hired into this role following a highly successful consulting engagement as interim CIO, by CEO and Goldman Sachs PE, to transform Drayer’s IT function operationally as well as into a marketable financial asset for exit M&A transaction in1-3 years. - Assessed, stabilized, and transformed Drayer’s technology platforms and infrastructure to be able to scale to fast-paced M&A-driven growth, and position Drayer for a larger M&A play with Upstream Rehabilitation, Inc (transaction January 2018).- Turned around the stalled rollout of EMR (Raintree system) nationwide. Performed assessment, evaluated alternate platforms (Epic, NextGen). Revived other failing projects in business intelligence, provider relationship management (SalesForce implementation), and EMR workflow optimization (Raintree). - 90-day SWAT plan increased what was poor system availability to 99.2% on mission-critical applications. Reduced Run spend by 28%, freeing up budget for innovation, efficiency, and technical debt resolution.- Introduced ITIL, established governance, project prioritization and portfolio management, Business Analysis and Business Intelligence competencies model. Transformed the IT function into a valuable technology asset for the upcoming merger. - Implemented company’s first enterprise-wide information security and metrics program, including disaster recovery and business continuity plans, HIPAA compliance, standard policies, asset management, and IT governance. Institutionalized security and compliance (HIPAA/PCI) technology culture across the company. - Technology improvements credited as part of significant same-store sales growth of +15%/year, increased physician referrals by 25-30%, and patient length-of-stay by 26%.

The WGroup is a CIO-level consultancy at its core, the North American arm of global management and IT consulting firm Wavestone, supporting the digital transformations of more than 200 Fortune 1000 companies across a wide range of industries. - Multiple CIO Advisory engagements for clients from Fortune 500 to midrange to startups, in healthcare, insurance, and financial services industries. Provided strategic IT leadership and digital transformation services in the form of Assessment/Strategy/Roadmap services. Several engagements ended with full-time CXO-role offers. - Provided strategic leadership to $250 million health care provider, enabling them to crystallize their business and technology strategies, evaluate their core software platforms, and continue their rapid growth both organically and through M&A.- Developed strategy/roadmap and executed Phase-1 for a spinoff company out of a $45 billion multi-national risk mitigation firm. Developed and executed plans to build a financial platform for self-funded health insurance/benefits via SAP FI implementation to support this business. Successful launch, engagement extended multiple times.- Developed initial strategy with an advisory team driving large insourcing project for a $50 billion insurance carrier. Developed strategy and planning to insource IT operations from sticky legacy vendor. Contract was extended multiple times, and the effort expanded across the organization.

MFX Fairfax was a subsidiary of Fairfax Financial Holdings, a $42B P&C/specialty insurance holding company.- Chief Delivery Officer (outsourced CIO) to the three largest external P&C accounts, delivering enterprise software solutions and infrastructure services. Supported solutions delivery - development, implementation, and support for policy, claims, billing, reinsurance, submission/clearance, reporting, and G/L systems, as well as external agency interfaces (MGA/TPA). - Recruited to run IT for all of Fairfax US subsidiaries, budget of $45 million. Charged to fuel continuing service improvement, cost reduction and evolving growth needs both internally and externally. Directed shared resource pool of 250+ staff. - Slashed IT expenses 32% Consolidated staff, rationalized applications, and implemented an offshore hybrid strategy with 24/7 execution. Achieve SOX compliance during this same period.- Supported Fairfax shift to consolidate all US subsidiaries into one primary - Crum & Forster. Worked with new Crum CIO to successfully migrate all Crum IT over a 2-year period.- Implemented multiple historical data conversion projects for large P&C clients. Improved efficiency and data accuracy through automation. Built interfaces to 3rd party client data warehouse, general ledger, billing, and reinsurance systems.- My clients accounted for nearly half of the $80 million in external non-Fairfax revenue annually. My existing client revenue consistently exceeded annual targets by an average of 30% through client growth and relationship upsell conversions.

Insurance Data Processing, a $50M software/services provider serving the P&C insurance industry, offering multiple full-service platforms, development, and support services.- Directed a global team of 200+ staff, in the areas of software engineering, client delivery, professional services, quality testing, Project Management Office (PMO), and infrastructure/cloud services. - Built transformation strategy and roadmap. Salvaged a $37M product investment, recovered failing projects. Beat revenue forecast by 36%. Reengineered the build process and cut IT expenses by 22%.

Started first NYC tri-state area IT support service provider presence (three franchise locations), doing IT support for small businesses and consumers.

Business process optimization service provider, starting a software tools division for executing their proprietary optimization methodology. Clients included $35 billion pharmaceutical firm, $16 billion telecommunications firm, and $1 billion Manhattan hospital group. - Developed OperationsPro® and EnterprisePro® software suites that automated Prosper’s proprietary business process optimization tools and processes.

Now called Santander Bank, Divisional CIO for 1st WebBank Direct internet affinity banking, offering full-service banking services to large affinity customers, leveraging customer/member affinity relationships. $800 million revenue, 10K employees, 75 technical staff, $10 million budget.:• Led team of 85; implemented aggressive 40-day “SWAT effort”; realigned architecture; outsourced non-core functions. Salvaged $3 million investment and enabled launch of delayed client implementations.• Launched successful $100 million virtual bank in 6 months. Established technology and operations infrastructure for affinity bank, including CRM systems, and expanded customer-acquisition channels. • Implemented off-shore model into the global program and team strategy. Cut costs while increasing productivity through round-the-clock development. Saved 34% on forecasted development costs.

Divisional CIO, Tenant Services Division (multi-family industry) and Mortgage Servicing Division, both operating out of GMAC’s Commercial Mortgage subsidiary. GM/GMAC $180 billion revenue, 160K employees, $100 billion mortgage servicing portfolio, 100+ technical staff, $12 million budget:• Completed Tenant Services functional prototype in 90 days, went live 120 days. Won Best-Of-Show at Microsoft/Comdex trade show, deployed to 1 million commercial apartment units nationwide. GMAC spun off Tenant Services in an IPO play, generated 400% ROI.• Leveraged Tenant Services forms processing solutions internally to other GMAC business units, and to external clients though GMAC Technology Solutions. Generated $2 million ancillary revenue stream net to bottom line. • Turned around 12-month backlog of critical Servicing projects. Created technology plan and global PMO, transforming IT into a nimble, customer-focused provider. Saved >$10 billion in threatened mortgage business.

Director and Program Manager for the centralized Quality Assurance division, 300+ technical staff, 57 products, $80 million budget. Formerly Bell Communications Research, and the R&D arm to the “baby Bell” phone companies, Telcordia is now a subsidiary of Ericsson (www.ericsson.com) and a $730 million contributor to overall revenue. Directed Quality Assurance program for 57 globally deployed software products, involving 80 million lines of code, 300 technical staff and $80 million budget. Led corporate initiatives relative to ISO 9000 and CMM certification:• Accomplished 52% reduction in field defects corporate-wide. Achieved highest level-5 CMM distinction and “Industry Best-In-Class” recognition. Reduced cost of testing by 31%.