PHI owns/leases and operates 3 primary care clinics and two mobile units providing adult medical, pediatric, podiatry, cardiology, dermatology, dental, behavioral, pharmacy and advanced imaging services to residents of Sumter County, Marion County and Citrus County in Florida. PHI has administrative offices in Sumterville, FL. Overwhelmingly successful financial turnaround over the last four fiscal years - from an operating loss of ~$1.49 m in FY 2013 (prior to my arrival) to an operating gain of ~$1.14 m in FY 2017. Increase in revenues was over 50% while holding expense increases to 14.6%.  Successful development and filing of Service Area Competition application for PHI’s existing Service Area. The application resulted in a three-year (maximum) award. Successful development, filing and implementation of a Service Area Competition application for an adjacent Service Area in Citrus County. We saw our first patient in Citrus County in June 2016. Successful development, filing and implementation of a highly competitive application for the implementation of a Medication Management program to assist individuals who had developed challenges related to the use of Opioids. PHI was one of seven awardees in Florida and the only small/medium health center to receive this award. Successful development and implementation, following an intense and lengthy nationwide competition for a state-of-the-art digital mammography unit donated by Hologic. Successful development and implementation of a collaborative arrangement with Ocala Regional Health System to provide a continuity of care clinic for their Family Practice and Internal Medicine residency programs. The first residents treated patients in July 2015.

NVHC owns and operates 16 urban, rural and frontier clinics, 7 WIC sites, a mobile dental van and a mobile digital mammography unit throughout Nevada. NVHC has two administrative offices in Carson City and Las Vegas.Guided NVHC during a very challenging period. Accomplishments include: New Access Point in Las Vegas in 2008; Successful development and filing of five year SAC Grant Application in 2008; Successful implementation of new EMR in only ten months in 2008-2009; Overwhelmingly successful implementation of 2 year $985K IDS ARRA Award. Focus was on increased capacity for Homeless and Women’s services. NVHC saw over 11 times the expected number of patients and over 13 times the expected number of patient visits. Successful implementation and timely completion of 4 major projects within the 2-year $2.2M CIP ARRA Award. Projects included a new clinic in Carlin, NV, EMR upgrade and major systems improvements and clinical equipment upgrades; Successful application for and management of an $11.2M FIP ARRA Award. Two spectacular new buildings were completed in Spring, 2012 under budget. Overall, NVHC competed for and was the 4th most ARRA funded health center in the country in 2009-2012. Designed and managed an overwhelmingly succesful financial turnaround. Operating margins increased and balance sheet measures improved dramatically. Took the organization from a low point of $2.2 million in annualized operating losses in 2010 to an average of $2.1 million in operating gains in 2011 and 2012.Governor’s Blue Ribbon Task Force on Health Information Technology – 2009-2011President of Great Basin Primary Care Association – 3/10 through 3/12Member of National Association of Community Health Centers (NACHC)Recipient of Betsey K. Cooke Advocacy MVP Award from NACHC – 2011 & 2012Formational Board Member for two proposed CO-OP Health Insurance companies - 2011-currentSouthern Nevada Health District Accreditation Steering Committee - 2012

IHC owned and operated eight clinics and satellite facilities in five target areas throughout the state of Indiana. Guided financial function during an intense period of growth and financial improvement. Major issues addressed included: improved financial and managerial reporting; substantial improvement in working capital measures; resolution of old Medicare and Medicaid rate appeals; identification of calculation and assumption errors in Medicaid rate setting methodology; creation of limited liability holding company for owned property; improvement in UDS reporting consistency and accuracy; negotiation of contracts with all MCO’s in new state Medicaid system.Only non-CEO on Finance Committee of Indiana Primary Care Association

Appointed CEO for this county owned health services organization in July, 2004. Campus includes 526 bed historical hospital building, Alzheimer’s care, Sub-Acute care, separate 8 bed Hospice facility and new 180 bed annex facility. Substantial financial improvement, reducing chronic operating deficits in 2004 and 2005 by 20%, respectively; Led planning and start-up for new 180 bed facility opened in 2005; Established strategic planning initiative - statements of mission, vision and values developed; identified core areas for strategic focus and development; Census improvement during tenure highest in 4 years. Initiated focused CQI program targeting major QI Profile issues. Substantial improvement demonstrated in 9 major areas. Achieved advisory standards status in 17 of 19 areas during 2005 Federal survey.

Managed and directed the initial development effort for an innovative Medicare C+ health plan that focuses on the high-risk, frail long-term care market. Developed and negotiated agreements with hospitals and hospital systems, physicians and physician groups, ancillary providers and long-term care facilities in Allegheny, Butler and Beaver counties in conjunction with development of application to CMS for plan approval.

Executive Director; Chief Administrative Officer (Interim CEO)Appointed by the Board to manage and direct this diversified not-for-profit senior services organization, with $36.7 million in revenues, in a 22-month transition period following the resignation of the CEO. Also managed and directed the flagship CCRC campus with $17.2 million in revenues. Reduced consolidated expenses 5.1%, increased net margin by $900,000 and posted the first contribution to net assets in five years. Improved net margin 15.9% by using key indicators to target under performing areas and continuous quality improvement (CQI) techniques to manage the resulting changes in the organization, overcoming a 4.7% reduction in government reimbursement revenue.Chief Financial OfficerConsultantManaged and directed the financial function as the organization grew from $21.5 million to $36.7 million in five years. Effectively developed and introduced numerous programs, joint ventures and projects. Maximized Medicare and Medicaid revenue prior to PPS. Medicare Part A per diems increased an average of 225% while consolidated annual costs increased only 86% over five years. Conceived, designed and implemented strategies to creatively finance expansion campus development. Devised and managed successful approach to mitigate a projected $1 million reduction in Medicare reimbursement at the onset of PPS. Reduced comparable costs by $1.76 million. Identified and led development of the first Program of All-inclusive Care for the Elderly (PACE) site in western Pennsylvania. Collaborated with colleagues from hospital system and officials from the Commonwealth of Pennsylvania to develop appropriate organizational, financial, logistical, operational and regulatory parameters for the initiative. Served on the forming Board of Directors and as the first Treasurer of LIFE – Pittsburgh. Developed, implemented and managed a creative program to reduce workers compensation expense.

Executive Vice President Director of OperationsVice President and Chief Financial OfficerRapidly promoted from CFO to Director of Operations to Executive Vice President over four years. Managed and directed financing strategies, operations and reimbursement for this $35 million long-term care organization, including the following accomplishments: Developed financing strategy and managed the financial aspects of acquisitions and growth of 16 long term care facilities and one durable medical equipment company. Conceived and developed a publicly traded Real Estate Investment Trust (REIT), including managing its initial public offering (IPO), that served as a financing vehicle for acquisition of five selected facilities. Managed and directed the operations for the 16 facilities acquired as CFO. Posted the first (and only) profitable years during tenure as Director of Operations.

Managed and directed numerous consulting engagements, including: Managed volunteer task force of prominent executives in the analysis of City of Louisville’s executive branch functions. The study yielded over 200 recommendations. Subsequently, directed the implementation of several of the recommendations that saved the city over $1.5 million. Organized and coordinated study of the potential economic impact of a proposed merger of the governments of the City of Louisville and Jefferson County, KY. Conceived and developed an operational and financial forecast model to evaluate and generate financial information for Thoroughbred, Standardbred and Arabian equine breeding and racing syndications. Utilized in multiple syndications that attracted over $50 million in capital investment.