Mike Quigley Email and Phone Number

Corporate Benefit Audits, Inc. has a national reputation as a first class auditing company specializing in health benefits. An industry leader in aggregate claim auditing, we have saved our clients millions of dollars in claim and associated expenses annually.CBA has helped Health Benefit Plans save expenses and time through the evaluation of risk and improved procedural initiatives. We work extensively with benefit plan sponsors, claims administrators, managing general underwriters, stop loss carrriers and reinsurance carriers that represent a significant part of the health insurance industry.

Verisk Health is a provider of business intelligence and predictive modeling for the healthcare marketplace. EAD offers data driven tools that help clients improve cost containment, efficiency and quality of care. Executive Vice President, Client Operations 2010 – 2013Senior Vice President, Operations 2005 – 2010Led onshore and offshore operational teams responsible for client implementations, ongoing maintenance processing as well as delivery of client customizations in concert product, IT and engineering.- Represented operations during sales presentations to major accounts regarding scope of work, proposed implementation timetables and critical success factors. - Delivered best in class implementation timetables - 42 day average versus a 60 day contractual requirement which resulted in improved time to revenue.- Led operational diagnostic of our Nepal operations utilizing LEAN tools. Prioritized and executed key opportunity areas which resulted in the ability to hold headcount flat for the 3+ year period 2010 – 2013 during minimum 10%+ annual growth in workload.- Managed Contracts in Force documentation as well as Operational overviews as part of the due diligence activities relating to the sale of D2Hawkeye to Verisk Health.- Operations consistently delivered on annual budget revenue commitment from contracted book of business by delighting customers and maximizing opportunities for sale of new products to existing accounts. - Took leadership role in the integration of new acquisitions by Verisk Health including; DxCG, Urix and TierMed.- Championed the implementation of a detailed contracts in force database and associated KPI review which allowed the Company to better focus available resources on performing contracts resulting in substantial improvements in operating margins.

Founded a consulting firm to assist employers in the active management of health cost risk and member health through the use of predictive analytics. The solution was a performance based offering. - Contracts included due diligence services for an investor in D2Hawkeye which resulted in an offer to join the executive team as SVP-Operations. D2Hawkeye was subsequently acquired by Verisk Health in 2009 and the investor realized a 125% return on the investment. - Other clients realized improved transparency in health plan costs particularly with respect to administrative charges and escalation methods utilized during the annual renewal process.

A $55M wholly owned subsidiary of Honeywell International, providing residential and commercial energy conservation and load management solutions to the electric, gas and water utility industries nationwide.Full management and P&L accountability with 400+ employees. Hired and led a senior management team of 9. Oversaw contracts with 45+ clients including major utilities and leading technology providers. - Responsible for all due diligence on behalf of DMC Services, Inc. in the sale of the business to Honeywell.- Engineered a critical transition to emerging markets within the Utility Services industry in response to deregulation. Redirected strategic focus from a reactive, RFP-driven approach to an aggressive, proactive development of new markets. This initiative resulted in significant new business with water and electric meter manufacturers.- Increased Operating margin by 200% in the period 1997 – 2002 by pursuing more profitable markets and refining performance incentives paid to field staff resulting in improved quality and increased productivity.- Improved Working Capital utilization by 62% in 2 years. Maintained 92% of A/R within 30 days of terms by building an understanding with our clients that our competitive pricing required payment within terms.- Instituted an annual review cycle of strategic planning, kickoff and mid-year update that effectively guided the business towards its established goals in growth, productivity improvement, working capital utilization, and people initiatives. Consistently delivered on commitments to parent organization.- Took a leadership role in challenging the organization to use Six Sigma methodology to increase productivity and improve competitiveness. Exceeded productivity improvement targets of $1.1M and $1.3M in 2000 and 2001. - Led a successful effort to win a $120M contract with Hydro Quebec.