As VP of Business Development at New World Natural Brands (NWNB), Tom identifies, negotiates and manages closing and post-acquisition integration processes for NWNB portfolio companies. New World Natural Brands is comprised of micro brands and niche companies in the Beauty and Personal Care segment with a specific focus on natural and organic products. Together, New World's portfolio companies gain access to new and diverse sales channels, branding opportunities, operational proficiencies, and consumer segments.

Collaborative Capital ("CCAP") is a network of 50+ family offices and high net worth individuals active in all investment stages and multiple industries across the US.CCAP members drive deal flow. The CCAP group represents broad areas of expertise and members pre-qualify investment opportunities.

We are an ever-growing ecosystem of specialists, entrepreneurs, operators, startups, engineers, designers and innovators revolutionizing corporate strategy

Vendor Transition Project Management: Overall test lead and individual work stream project manager for vendor transition implementationClaims System Implementation Requirement Review: Enhanced business requirements for a core system migration to accommodate required capabilities, pain points and gap analysis findings. Communicated to leadership team through an interactive process flow with heat map and business rule drill-down functionalityRFP Response: Assisted a regional health plan's response to a health system's RFP for a partner or joint venture platform to support a branded full capitation risk product. Our team interviewed subject matter experts, wrote responses, facilitated reviews and aided production process through deliveryPMO Assessment and IT Capacity Planning: Worked with client IT, PMO and executive leadership teams determining improvement opportunities through organizational redesigns, governance restructuring and strategy roadmap definitions for 2017 initiatives

Medical Payer and Behavioral Health Claims Accuracy: Led claims payment accuracy engagements in 6 states helping to identify 13 million in payment inaccuracies and 9.2 million in recoverable overpayments. Projects included contract and state policy reviews, operational process assessments, and technology and system enhancements initiativesContract Remodeling: Projected alternate reimbursement methodologies and contracting options for a regional health plan to determine financial impacts. Utilized an internally developed pricing engine to identify a $17MM decrease in claim spend