Peter Rost Email & Phone Number

Chicago, Il, Us

Responsible for daily operations of an Assisted Living Community with two Memory Care Neighborhoods• Increased NOI by 81.33% year-over-year• Increased occupancy by 9.2%• Attained budget every month in 2023

Transitioned from MA to FL• Increased occupancy by 11%• Met budget each month

Recruited by headhunter to oversee daily operations and change Leadership Culture. Due to new EOEA regulations, oversaw closing of Memory Care Unit and expansion to all Assisted Living with old MCU rooms targeted towards low-income prospects. Worked extensively with PACE and the VA to find solutions to income eligibility. In conjunction with newly hired Resident Care Director, revamped policies and process in the Nursing Department to ensure ongoing compliance. • Increased census by 15% in past 12 months; 19.8% during tenure at Whitcomb House.• Improved NOI by over $900k since assuming ED role.• Aggressively reduced outstanding accounts receivables by collections, relocations and adherence to policies.• Closed Memory Care unit due to changes in staffing requirements; assisted 13 families in finding new Communities. Oversaw recertification and expansion of Assisted Living License.• Successful re-certification survey in March 2019.• Acted as Interim Executive Director for four months of IL/AL/MC Community in Springfiled MA. • IL Occupancy went from 82% to 100% with a waiting list

Hired by the retiring owner/operator to upgrade services, professional approach, occupancy and rate. Repositioned community in marketplace by no longer accepting immediately subsidized Residents. Created 49-page blueprint, “The Path Forward”, to implement a new safety culture and a new sales culture, as well as an aesthetic upgrade of a 50-year old building. Re-wrote all residency agreements. Audited and prepared Resident files, Business files and Associate files for successful EOEA recertification. Introduced new program initiatives well received by Residents. Instituted new Associate appreciation efforts, a safety committee and QA/QI Committee.• Occupancy increase of 11% in four months.• Increase in average monthly rate in excess of $500 per room. • Exceeded budgeted NOI by 4.5%.

Waltham, Ma, Us

Developed and implemented strategies to meet company goals regarding occupancy, profitability, customer experience, and compliance. Partnered with sales director to build sales plans that accounted for competition and economic factors. Teamed with resident services to ensure high levels of resident satisfaction and low turnover. Developed and implemented successful strategies and budgets considering labor, occupancy growth, revenue growth, expense control, and quality of services. Selected and trained all staff to comply with company policy and government regulations. Built and maintained relationships with community members, policy makers, and referral sources. • Raised occupancy 4.4% and ADR 1.6% while receiving extensive training in healthcare regulations and real estate laws governing the industry• Achieved 100% resident response in annual survey and increased family response by 20%; respondent’s satisfaction increased over prior year in all areas of operation• Achieved highest state re-licensing survey in the community’s 17 years of operation, earning a 100% score after correcting an existing violation from 2014• Attained budgeted NOI every month but one following an extended period of underperformance• Produced lowest outstanding receivables in the group, less than 1% of monthly revenue• First community, of 8, in the region to complete Learning Maps Training in 2015

Napa Valley- based direct-to-consumer logistics and fulfillment solutions provider.Hired by the company President to secure and manage a 34,000 square foot East Coast distribution center. Hired and trained staff. Developed plant layout, budgets, and standard operating procedures; oversaw compliant and safe operations of all departments. Implemented best practices for receiving, shipping, warehousing, and distribution operations with a capacity of 1,000 SKUs.• Achieved 62% average YoY sales growth over five years• Provided bi-coastal shipping for wineries and e-commerce wine sites in a highly-regulated environment. Shipped over 250,000 packages a year with accuracy exceeding 99.97% on both pick-and-pack and direct-to-consumer orders• Implemented stringent inventory management programs to produce a 99.98% inventory accuracy rate• Installed a seasonably-flexible staffing plan that allowed the enterprise to operate efficiently despite prolific fluctuations in seasonal demand

Took over daily operations, improved profitability and after 15 months brokered the sale of a family owned business to a national energy company while retaining management contract. • Recruited by the owner to turn around the business and make it attractive to investors. Within 15 months, navigated the sale of Merle to Inergy for $2M, 67% more than initial offer• Increased customer count by 12% to a customer base of 2,100 with $3.5M in sales in first year of operation through outreach program utilizing email newsletters, customer surveys, and localized advertising• Increased profitability by 50% by implementing a hedging program to minimize risk due to volatility in pricing of fossil fuels

Property development company, specializing in the hospitality industry. Sourced, identified, and pursued hotel management opportunities. Developed business relationships with potential owners, developers, and investors. Led negotiations of agreements and contracts with ownership groups. Stayed current with significant developments in the hospitality market.• Partnered with an investor to obtain a Wingate Hotels franchise in Parsippany, NY. Assisted with early stage funding, developed site and architectural plans, and obtained preliminary approvalsGeneral Manager St. Charles Hotel (1996 to 2001)Developed and implemented a creative sales and marketing plan for St. Charles Hotel, a historic boutique property, that centered on community relations and involvement in the town’s rebirth. Selected and trained staff of 36 to cover a hotel with bar, two restaurants and a ballroom.• Selected from a pool of 15 prospective owners to develop a master plan to reopen the hotel. Conceived and executed a rehabilitation, renovation, and redesign after assembling $1.1M financing package• Tripled revenue and received profound state and national recognition that paved the way to fund a buyout of fellow investors within only 18 months• Developed a program of recruiting, training, and employee recognition that allowed the property to consistently maintain less than 30% employee turnover compared to industry average of 175% and led to an employee earning the NY State Lodging Associate Person of the Year award• Property received three state-wide and two national community service awards in recognition of being an integral catalyst of uptown Hudson’s revitalization