With this recent promotion, Richard Doss leads the team at LifeWings Peak Performance that transforms the way schools manage energy, air quality and its related cost. He has brought millions of dollars to schools from a variety of sources to pay for improvements.

Promoted from Manager of Business Development November 2012. •Company focus on Zero Loss, Triple AIM, high reliability, change management and patient safety systems for healthcare organizations. •Develop new product solutions to eliminate project roadblocks •Use interest-based negotiations to provide best-in-class services. Lead the development of customized proposals with C-Suite. •Enhance market awareness by cultivating relationships with key industry leaders from universities, engineering firms, healthcare IT solution providers, ACHE, ACOG, ACS and AHA.•Lead marketing efforts to build brand differentiation. Developed a sophisticated system to track ROI on interventional efforts including weekly/bi-weekly reporting for hospital leaders, monthly reviews for the executive team and quarterly reports for board members. •Boost LifeWings’ visibility. Introduced Trusted Advisor sales disciplines to shorten sales cycle and improve close. Moved company from 33% close ratio following seminars to generating referrals from every client. •Publications / conference presentations for ASA/Anesthesia Patient Safety Foundation, American Society for Therapeutic Radiology and Oncology (ASTRO), Practical Radiation Oncology, Healthcare Finance News, Becker’s Hospital Review, Florida Society of Anesthesiologists and Tennessee Hospital Association.•Document case histories (videos, podcasts, monographs) with involvement from key opinion leaders (physician, hospital CEOs and Chief Administrators). Clients include: Abbott Northwestern Hospital, Allina Health System, Broward Health Medical Center, Eastern Maine Medical Center, HSR / Yale Health, Memorial Healthcare System Florida, SSM Health Care, Sheridan Healthcare, Stamford Hospital, St. John’s Children’s Hospital, Thomas Jefferson University Hospital, University of New Mexico Medical Center, University of Pittsburgh Medical Center, University of Tennessee Medical Center, Westchester Medical Center.

• Led a $1.4M engagement to investigate and remedy the causes of excessive nursing unit costs, staff stress, and user reluctance related to EMR systems in 600 bed medical center system. Improved patient satisfaction 20%, and reduced overtime 28%. Saved $270K in the first 6 months for the first of 4 nursing units to receive the program.• Introduced process and procedure variation concepts to hospital modeled after automotive plants, resulting in securing $7.8M lean transformation contracts. Re-engineered perioperative service-line process. Reduced inventory $1.2M, and increased revenues by more than $1M per month without capital investment. Improved ED efficiencies 15%.• Presented process improvement solutions to University of MN Medical Center worth $1.1M. Identified gaps, uncovered excessive costs, and develop learning solutions. Overhauled on-boarding and precepting process, reduced turnover, saving $470K annually. Led assessment re-engineering Pharmacy IV production area, saving $400K in 12 weeks. • For clinic network Kindred Healthcare (KY), rolled out pharmacies at 46 sites, standardized patient care procedures, rolled out 5 new clinics.• For a single facility clinic, Fairview Lakes Care System (Wyoming, MN), client savings were $650K one year after implementation.

• Spearheaded the restructuring of sales and marketing strategies. Launched plan to capture business in Six Sigma quality programs, Lean, and other business process improvement initiatives. Increased annual revenues from $300K to $1.5M in three years, exceeding expectations each year. • Forged strategic partnerships with University of Minnesota’s Juran Center for Quality and consulting contracts with Mayo Health Systems. • Assisted a hospital to comply with Joint Commission Survey, negotiated procedural overhaul that reduced their Policies and Procedures by 66%, and eliminated operational redundancies across eight operating units. • Assessed another client’s operations, won a $700K contract to institute new procedural standards that lowered maintenance costs by $240K in Yr,-I alone.

• Purchased partnership and realigned business to focus on emerging computer-based training products, expanding into Canadian markets, building industry alliances in wood products, medical and pharmaceutical, process, light manufacturing, and service sectors. Drove profitability +12% and revenues +50% each year. • Allied with IBM Global Services to deliver E-Learning productivity assessment tools to forest product clients, $2M revenue.• Earned referrals from agencies such as Crane Institute of America and Occupational Safety and Health Administration (OSHA) for delivering programs that assured clients VPP Star Status for the highest safety record.• Sold business profitably to Atlantic STS.

• Grew revenues an average 15% annually by identifying needs and selling operational training programs to Fortune 100 manufacturing clients across the US.• Pursued untapped segments of highly-regulated industries required to meet stringent OSHA and Department of Transportation (DOT) rules.