MICHAEL A. YOUNG, MHA, FACHE

Mechanicsburg, Pennsylvania I 717.413.4121 I youngmichael791@gmail.com

Senior Healthcare Executive CEO I coo

Business builder who has perfected the art of the turnaround during 30-year career, delivering $1 Billion in total revenue growth for health systems in Pennsylvania and Georgia

Personally raised $S00M+ in capital campaigns and $10M for community healthcare programming

Four-time CEO who combines financial discipline, business acumen and creative problem solving to restore struggling hospitals to profitability and attain national benchmarks in clinical outcomes. Offers unparalleled ability to build and operationalize strategic vision for development of care models, facilities and programs. Negotiated acquisition of 5 hospitals and 15 outpatient centers, expanding footprint of four health systems and driving annual double-digit growth in patient volume.

Executive Leadership Experience

PINNACLE HEALTH SYSTEM-Harrisburg, Pennsylvania 2011-2017

Afive-hospitol health system with 35 locations, 40,000 annual admissions and 1.7M annual outpatient vis its and 8,500 FTEs.

President & Chief Executive Officer

Recru ited to leverage 20-year history of turnaround success to transform organization experiencing a decade of declining volume and profitability in the immediate aftermath of its failed merger with another local system in 2010. Recruited five new senior leaders-CMO, Chief Clinical Officer, Medical Group President, CHRO and Business Development SR VP-to drive implementation of turnaround strategy. Managed 13 direct reports and $1.2 Billion annual expense budget.

Strategic Vision & System Expansion

• Developed and implemented Vision 2017, a multi-year strategic plan that doubled revenue in five years $1.2 Billion and tripled it in six years ($1.9 Billion). Strategy focused on producing top decile outcomes, produces better payer contracts and narrow networks (patient Shift).

• Acquired four regional Community Health System hospitals in 2017, expanding Pinnacle's footprint to 1 million new potential covered lives, and completed Letter of Intent with University of Pittsburgh Medical Center for a merger in Ql of FY2018.

• Partnered with Susquehanna Health and prominent regional physician groups to build third-largest Accountable Care Organization (MSSP) in Pennsylvania in 2014. Enrollment reached 35,000 at $8,900 PMPY within six months.

• Produced post and pre-accute care programs dramatically reducing readmissions and unnecessary admissions (presented model at several national symposiums).

• Created 40-physician cardiovascular institute, producing nationally recognized clinical outcomes (zero valve mortalities in 2015) and benchmark results in cardiology (TAVR) and mitral valve clips.

• Terminated defined benefit plan in 2016, saving $40M in annual cash f low and $100M in future liability.

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Patient Access & Experience

• Acquired key regional primary care physician groups (55 clinicians) and largest outpatient imaging provider (five locations with 200K annual visits), which drove 26% increase in patient volume over two­years and powered $300 Million in additional annual revenue.

• Created a patient experience program to drive both patient and physician satisfaction. Features included employee and physician training and individual measurement, process changing (VP­rounding, Team-rounding, and numerous Studer interventions) and resulted in a 10% gain in HCAP scores.

Awards & Honors

• Bolstered service line performance, resulting in regional and national accolades:

o US News & World Report: Named a "Best Outcomes Hospital" (one of 35 nationwide) in 2016.

o Leapfrog: Achieved "A" in 2014 and 2015-up from "C" in 2012.

o Healthgrades: Honored as a "Top 100 Hospital" for orthopedics, cardiology and ICU.

o Magnet Nursing designation (three times- renewed February 2017)

GRADY HEALTH SYSTEM/ GRADY MEMORIAL HOSPITAL-Atlanta, Georgia 2008-2011

An academic medical center affiliated with Emory University and Morehouse Schools of Medicine. The largest hospital in Georgia, Grady employs 650 medical residents and fellows, as well as 9,000 FTEs.

President & Chief Executive Officer Brought in to revitalize struggling non-profit hospital that had lost $80M in previous year. Challenged to fully convert it into an independent entity with a new Board of Directors following 100 years as a government facility. Managed 15 senior leaders and $900 Million annual operating budget.

Financial Performance & Executive Leadership

• Reversed annual loss of $80M to a $3M gain in year one ($45M EBITA improvement) and $25M gain in second year ($SOM EBITA improvement) through multi-pronged strategy of improved clinical outcomes and built unique community programs (stroke center) producing revenue growth.

• Developed new management model centered on personal accountability and installed new executive team (CFO, COO, VP Operations, VP Marketing & Planning and VP Ambulatory Services) to lead organization's culture and business transformation.

• Revamped Emory-Grady affiliation from a vendor relationship to a true partnership, making Grady a desirable hospital for Emory's leading physicians to want to practice.

Operations Improvements

• Designed and executed strategy that enhanced efficiency and increased net patient revenue 28% in first year, while treating more patients and receiving less government funding.

o Produced $125M revenue gain in 18 months through increased charge capture, more favorable payer contracts, 33% LOS reduction and supply chain savings.

o Boosted surgical cases 50% via improved OR scheduling and reduction in turnover times.

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Michael A. Young, MHA, FACHE I 717.413.4121

o Decreased non-emergent Emergency Department visits by 15K in twelve months by opening, six primary care clinics. Additionally, lowered wait times in ED by more than an hour per patient.

o Reduced wait times for clinic appointments from months to days; x-ray and scan appointments can now be scheduled in minutes instead of days.

• Piloted implementation of Epic EMR systemwide-a $SOM project completed on time in 10 months.

• Rebuilt Spalding Children's Hospital, Grady's on-campus Children 's Hospital.

ERIE COUNTY MEDICAL CENTER {ECMC}-Buffalo, New York 2005-2008

A University of Buffalo tertiary center comprised of a 550-bed hospital and 750-bed skilled nursing facility, with 5,500 FTEs and 165 medical residents and fellows.

President & Chief Executive Officer Hired to resuscitate failing public hospital that had lost $2SM annually for three consecutive years. Produced financial turnaround in one year and then restructured facility from a county department into a quasi-independent Public Benefit Corporation. Led 10 direct reports.

Financial Performance & Operations

• Produced first positive bottom line in hospital's 100-year history (2006 and 2007); delivered $100M (39%) net revenue growth in three years; and grew cash-on-hand from 10 to 115 days. Strategy focused on growing the UB Practice Plan Book of Business.

• Built operating systems from scratch to accommodate transition to independent status. Built HR, Revenue Cycle, facilities, purchasing departments, separating from Erie County.

• Leveraged strength of University of Buffalo physicians to market facility to community, leading to explosive revenue growth in Orthopedics, Transplant and Cardiology Departments.

Business Restructuring

• Upgraded executive talent to support business transformation. Recruited six senior leaders within six months through a national search: CFO, COO, VP Risk, Controller and SVP Operations and CMO. was completed on time and within budget.

• Replaced existing "county employee model" with a "hospital-focused, let's get it done now," employee model, emphasizing management by fact to enhance staff performance at all levels. As a result, grew patient volumes $100 Million with no new FTE head-count.

• Renegotiated payer contractors, yielding 25% average annual increase in 2005 and 2006.

Clinical Performance

• Created and established quality process, with medical staff reporting to Board of Directors for review of key clinical indicators. First, "health system quality model," in Buffalo used to measure physician perform a nee.

• Implemented bedside medication verification system, reducing errors by 33% within six months.

4 • Achieved "best trauma outcomes" (z score) in New York State according to NYS Health Department

and "best door-to-balloon times" (52 minutes) in Western New York according to NYS Health Department. Effort included critical physician buy-in, leadership changes and six sigma process changes.

• Recognized as top-ranked kidney program in Western New York by Regional Transplant Network.

LANCASTER GENERAL HOSPITAL & HEALTH SYSTEM- Lancaster, Pennsylvania 1986-2004

A non-profit, four-hospital system comprised of a 530-bed flagship facility, a 125-bed freestanding women and children's hospital, a 100-bed orthopedic hospital and a 75-bed Columbia Hospital, with 10,000 FTEs.

President & Chief Executive Officer 1988-2004

Chief Operating Officer 1986-1987

Recruited to lead operations for community hospital. Promoted within two years to transform organization into a regional health system. Led 16 senior executives and administered $SOOM annual operating budget.

Revenue Growth & System Expansion

• Set and executed strategy that powered system from $SM to $125M in annual net income. Built $85 Million, 4000,000-square-foot outpatient center in 1989, driving market share from 40% to 75%; subsequently constructed women's hospital, orthopedic facility and trauma center in response to community needs; and created Health Central HMO, a six-hospital joint venture with 400K covered lives.

• Recruited 30 nationally prominent physicians from leading medical schools, including Duke, Jefferson and Mayo Clinic, to upgrade clinical services, expand program offerings and generate cash flow through patient referrals.

• Rebuilt executive team by hiring new CFO, COO, SVP Legal Affairs, VP Medical Affairs, SVP Planning and SVP Operations during tenure.

• Converted ten Allied Health Schools into a freestanding college, providing a robust pipeline for nursing, and technical staff. Invested $25 Million to build college, which grew to 800 students in enrollment.

Community Engagement & Philanthropy

• As a community service, created and launched program that immunized 75,000 children annually

• Provided $100K grant for lead abatement to Lancaster YWCA Day Care Center in 1995.

• Funded on-time, on-budget $250K construction of Bethel AMC Health Clinic in Lancaster, which served 25,000 low-income patients in their own community. Provided $1SOK in annual funding to sustain operations.

• Partnered with Franklin & Marshall College to develop a $10 Million downtown "Improvement District" and brought new minor league baseball stadium called Clipper Magazine Stadium within three blocks of the hospital, which contributed to the turn-around and rebuilding of Lancaster City into a nationally-ranked, community-focused place to live according to US News Best Places to Live.

Awards & Honors

• Led initiatives that bolstered service line performance, resulting in regional and national accolades:

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Michael A. Young, MHA, FACHE I_ 717.413.4121

o Healthgrades: Recognized as "Top 100 Hospital" for six years (1997, 1998, 1999, 2000, 2001 and 2003) .

o Healthgrades: Honored as a "Top 100 Hospital" for orthopedics, cardiology and ICU

o US News & World Report: Ranked for cardiology, women's services and urology

o American Nurses' Credentialing Center: Twice-named "Magnet Status"

SHADYSIDE HOSPITAL-Pittsburgh, Pennsylvania A 484-bed University of Pittsburgh Medical Center teaching affiliate.

Vice President-Operations & Professional Affairs Assistant to President

1981---1986

Directed daily operations as hospital admissions grew from 14,000 to 20,000 annually. Oversaw all teaching programs and faculty of hospital and allied health school.

Education

Advanced Management Program (AMP) Completed intensive 11-week international management program HARVARD BUSINESS SCHOOL-Boston, Massachusetts

Master of Health Administration (Magna Cum Laude) Bachelor of Science, Biology (Cum Laude) UNIVERSITY OF PITTSBURGH-Pittsburgh, Pennsylvania

Professional & Community Affiliations

American College of Healthcare Executives, Fellow Lancaster Alliance I Past President Pennsylvania Chamber of Business & Industry I Past Treasurer and Executive Committee Member James Street Improvement District I Past President Lancaster & Hershey Symphony Orchestras I Former Board Member Trinity Community Ministries I Former Board Member Metro Atlanta Chamber of Commerce I Former Board Member Georgia Department of Community Health Advisory Council I Former Member Georgia Health Information Exchange Consortium I Former Board Member

CONFIDENTIAL

JESSIE L. TUCKER III, MBA, Ph.D., FACHE 1075 Easton Avenue, Suite 11-138

(832) 339-3345 DrJT@tucknet.com www.linkedin .com//n/drjtii i Somerset, New Jersey 08873-1648

EXPERIENCE

April 2016 -Present

March 2009 -March 2016

Senior Vice President and Chief Operating Officer Robert Wood Johnson University Hospital, New Brunswick. New Jersey 610 bed academic medical center of RWJBarnabas Health; $18 in revenue, 5.7K employees, 2.4K medical staff, 22.8K adult/4.9K pediatric/444 NICU/148 hospice admissions, 9.9K outpatient/8.6K inpatient/1.2K cardiac surgeries, 7.8K observations, 2.lK deliveries, 189 heart/lung/ kidney/pancreas/bone marrow transplants, 89 TAVRs, 95.6K ED visits; support the Cancer Institute and Bristol-Myers Squibb Children's Hospital.

Responsibilities: Oversees all operations with the exception of inpatient nursing units; facilitates post merger integration, optimization and value; direct reports include 5 VPs and 4 matrixed cl inical AVPs and a VP.

Team/Organizational Accomplishments: • Supported the hospitals move from a Leapfrog rating of "C" to "B" • Supported the hospital's 5th Magnet designation for nursing excellence • Moved all operational areas to better than top quartile UHC performance • Modern Healthcare Best Places to Work in Healthcare (2017) • Co-leading an $80M turnaround to eliminate an operating deficit • Focused on drivers to improve care quality, cost-efficiency and cul t ure

Health System EVP and Hospital Administrator Harris Health System. Lyndon B. Johnson General Hospital, Houston , Texas Restructured health system of 3 hospitals with Level I and Level III trauma centers and 35 outpatient clinics; system revenues of $1.3B with 1. 7M clinic visits, 177K emergency visits, 35.9K admissions, 33.9K observation days, 21K surgical cases and 6.2K deliveries; Baylor College of Medicine, UTHealth and M.D. Anderson Cancer Center academic affiliations.

Responsibilities: Direct responsibility for system ambulatory surgery center, supply chain, security, food service, EMS and a 328 licensed bed hospital with over 81K ED visits and 2K Level III trauma registry add itions annually; maintain DNV, CAP, cardiology and other accreditations; direct reports include the CNO, System VP for Operations and Quality Director. Fosters system revenue, cost synergies and positive medical staff relations.

Team/Organizational Accomplishments: • Reduced transfer STEM! door-to-device from 170 down to 86 minutes • Reduced MRSA, CLABSI, and VRE rates; focused on UHC® benchmarks • Increased revenue (28%) and lowered per patient day expenses (16%) • Increased volume (10%) and productivity employing Truven Action OI® • Texas Health Care Quality Improvement Award (2010-2012) • Hospitals & Health Networks Most Wired Winner (2011-2015) • America's Essential Hospitals Patient Safety Improvement (2012-2014) • GHX "Best 50" Supply Chain Provider (2014, # 1 in Texas 2015) • Pathway to Excellence, CNOR Strong, TX Ten Step, and Mother-Friendly • Houston Chronicle Top Workplace (2015)

Jessie L. Tucker 111, MBA, Ph.D., FACHE 1 of 3

June 2007 -January 2009

June 2005 -May 2007

June 2003 -May 2005

June 2001 -May 2003

CONFIDENTIAL

Chief Operating Officer Womack Army Medical Center. Fort Bragg, North Carolina 258 bed teaching hospital, three clinics and EMS; $310M operating budget and over 4K staff and physicians; academic affiliations with the University of North Carolina, Wake Forest University and Duke University.

Responsibilities: Oversaw operations aimed at comprehensively caring for a population of 183K; certified financial statements and ensured Joint Commission and corporate compliance; direct reports included the CFO, CIO, VP of Human Resources, VP of Logistics, Chief of Security/Emergency Operations, Public Affairs Officer, and Internal Auditor.

Team/Organizational Accomplishments: • Decreased preventable admissions 23% and per patient costs 10.5% • Improved coding quality by 14% and timeliness by more than 5% • Exceeded revenue cycle targets by more than 37% • Decreased personnel contracting costs 28% and grievances 22%

Chief Executive Officer ('06-'07); Chief Operating Officer ('0S-'06) Fox Army Health Center, Redstone Arsenal, Alabama Multi-specialty clinic and ambulatory surgery center

Responsibilities: Oversaw all EHR-based dental and medical services, referrals to military and non-military facilities, and ensured accreditation compl iance; direct reports included the COO, CMO and CNO; Army Surgeon General Traumatic Brain Injury Task Force researcher (health policy group).

Team/Organizational Accomplishments: • Improved community health status by 31 % via more preventive ca re • Improved coding accuracy by 19% and coding timeliness by 7% • Improved satisfaction with access by 10% and total satisfaction to 96% • Increased collections 54% and revenue 11 %; reduced costs by 20%

Chief Executive Officer Kleber Army Health Clinic. Kaiserslautern, Germany Multi-specialty and minor procedure clinic

Responsibilities: Oversaw outpatient care for the Army's portion of the largest military population outside of the U.S.; ensured environmental and German works council compliance; direct reports were the CMO and CNO.

Team/ Organizational Accomplishments: • Developed a performance and quality improvement program • Outperformed 93% of all Army clinics; more than 11 % under budget • Improved lab (25%), pharmacy (14%), and procedure (9%) timeliness

Chief Operating Officer/Chief Financial Officer Army Southeast Regional Dental Command. Fort Gordon. Georgia Regional dental service with 23 clinics in 5 states and Puerto Rico, an electronic record system, 9 residencies, a research laboratory and a $21M operating budget; academic affiliation with the Medical College of Georgia.

Jessie L. Tucker Ill , MBA, Ph.D., FACHE 2 of 3

CONFIDENTIAL

Responsibilities: Oversaw regional operations. Direct reports included CIO, Public Relations Officer, and Human Resources and Logistics Directors.

Team/Organizational Accomplishments: • Facilitated improved health with a regional 26% productivity increase • Reduced activity based costs by 17% via six sigma and lean techniques • Implemented a distance learning plan saving over $8K per resident

August 1998 - Assistant Professor ('98-'99) / Associate Professor ('00-'01) May 2001 Baylor University (Army-Baylor Program), Fort Sam Houston, Texas

Accomplishments: Published 9 peer-reviewed journal articles; selected as Researcher of the Year and as Professor of the Year.

1989 - 1998 Other previous positions and history:

EDUCATION

Ph.D. M.B.A. M.A. B.S. Fellowship Fellowship

• 9/95 - 7/98 - Ph .D. Candidate, University of Alabama at Birmingham • 8/93 - 8/95 - Chief Operating Officer, multi-clinic dental practice • 12/89 - 7 /93 - Platoon Leader, Detachment Commander and Student

Administration-Health Services, University of Alabama at Birmingham, 1998 Business Administration, Troy State University, 1995 Administrative Management, Bowie State University, 1993 Business Administration, University of South Carolina, 1989 National Association of Public Hospitals and Health Systems, 2012 Accrediting Commission on Education for Health Services Administration, 2001

CERTIFICATIONS AND TRAINING

FACHE CFM

Board Certified Fellow of the American College of Healthcare Executives Certified Financial Manager (#2074), Institute of Management Accountants Certified Six Sigma Black Belt and ISO 9001:2008 QMS Experience

AWARDS AND HONORS

• 2015 American College of Healthcare Executives Exemplary Service Award • 2014 Texas State University School of Health Administration Outstanding Preceptor • 2009 UAB School of Health Professions Fab 40 Outstanding Alumni • 2009 Legion of Merit (Military Award) • 2007 Robert S. Hudgens Memorial Award for Young Healthcare Executive of the Year

SELECTED PROFESSIONAL. SERVICE AND CIVIC AFFILIATIONS

• Academy of Management (AOM) Health Care Division Board (2015-2017) • American College of Healthcare Executives (ACHE) Regent (2014-2016) • American Society for Quality (ASQ) Senior Member • Association of University Programs in Health Administration Board (2017-Present) • Commission on Accreditation of Healthcare Management Commissioner (2006-2012) • Greenspoint Rotary Club Member and Rotary International Paul Harris Fellow • Healthcare Executive (Board Member 2008-2011) • MHA Preceptor - University of Houston, Trinity University and Texas State University • Texas Hospital Association (THA) Leadership Development Council (2015-2016)

Jessie L. Tucker Ill, MBA, Ph.D., FACHE 3 of 3

ROBERT A. MINKIN, FACHE Phone: (949) 351-6161 I Email: robertm257@outlook.com

--~~~~~-~~-~-~~PROFESSIONAL SUMMARY - ~--~~=~~-~~-~~

A servant leader with more than 30 years of intentional, focused performance to create organizational excellence through effective strategic planning, organizational right-sizing, world class management team development, active business and opportunity development, physician group expansion and Board development. Those who have served with me describe me as a visionary leader who integrates the Mission and Vision of the organization into purpose and action.

---~--~~=~-~ ==~-=RELEVANT EXPERIENCE---~~~-~~~-~-- ~

O'CONNOR & ST. L OUISE REGIONAL H OSPITALS Market President & Chief Executive Officer

San Jose, CA 09/2015 - 11 /2016

Undertook turnaround responsibility at two separately licensed acute care facilities and a Medical Foundation with 85 physicians 30 miles apart totaling 467 beds in San Jose and Gilroy, California at the change of ownership from Daughters of Charity to Verity Healthcare. Initial budget plans on taking market's financial results from a $35M loss to a breakeven in 12 months of operation.

• Rebuild both hospital's Executive teams and installed operational rigor to position both organizations for success • Rebuilt Governance structures consistent with Attorney Generals Conditions of operation • Renegotiated major managed care plans arrangements to improve PCR • Adjusted all labor and non-labor expenses to best in class benchmark levels • Developed/began implementation of key service line reinvestment plan • Developed exclusive healthcare sponsor/provider relationship with San Jose State University • Redeveloped Quality and Value scorecards and goals • YTD through Sept results ahead of plan

THE CAMDEN GROUP Senior Vice President

El Segundo, CA 06/2010 - 07/2015

• Specializing in all forms of Hospital/Health system consulting/advisory/implementation services inclusive of hospital efficiency and value development with payers;

• Significant consultations in Clinical Co-management, clinical Service line development, inclusive of • ACO and Bundled Payment readiness and implementation engagements. • Promoted to Hospital Operations Practice Leader in 2012 with 15 consultants reporting across 5 offices nationally. • Developed Pre/Post Merger consolidation/ Integration planning • Developed Implementation services to frrm consulting scope. • Typical projects focus upon using clinical service lines in single or multiple entities within a Health System to drive Value

development. • Served 200 + clients over the last 4 years with $16M in sales. • Client listing upon request.

EXEMPLA SAINT JOSEPH HOSP IT AL (SCLHS SPONSORED) President & Chief Executive Officer

Denver, CO 06/2006 - 01/20 I 0

ESJH is a 135-year-old, religiously sponsored 565-bed tertiary teaching medical center; $450 million in net revenues with 2500 FTEs and 1200 Medical Staff. ESJH is the key regional tertiary partner to Kaiser Permanente Health Plan and Permanente Medical Group through a unique co-management relationship; anchor Hospital to the Exempla/SCLHS System.

Key accomplishments include: • Achieved COE status with United, Kaiser and other major health plans for major clinical service lines using

Physician/Hospital Bundling as a differentiator resulting in volume and market share increases; • Execution of JV with Denver's largest group of community Cardiologists to create a co-managed Cardiac and Vascular

Institute; One of four hospitals nationally to qualify for the Cardiac ACE Demonstration project with CMS; achieved 99th

percentile clinical performance; grew volumes 20%; • Executed a ESJH based MSO for community Physicians to join as an initial integration strategy; • Closed a failed Orthopedic Specialty Hospital JV losing $12 M/yr.; • Rebuilt organizational culture around safety, service and satisfaction;

• Implemented EPIC Electronic Medical Record for inpatient and Ambulatory use; • Co-Led cross System Operations Counsel to identify and implement supply savings through third party vendor consolidation.

Grew collaboration scope to extend Faculty to each Exempla Hospital; • Implemented fully integrated ' Plane Tree light' care concept on three inpatient units • Implemented ESJH's first Comprehensive Cancer center with 15 employed (via PSA's) physicians; • Achieved 5 year RRC accreditation for all segments of the teaching program, 3 year JCAHO Accreditation; • Initiated Bariatric and Robotic surgery programs; • Achieved 90th percentile or better clinical results in all Medicare Core Measures; • Achieved a 17% EBITDA; 6 % Income.

ST, JOSEPH HOSPITAL (SJHS SPONSO RED) Executive Vice President & Chief Operating Officer

Orange, CA 1998 - 2006

Responsible for a 120-year-old, $420 million, 448-bed tertiary medical center's daily operations and strategy development, the anchor facility for a four-hospital regional cluster serving the needs of250,000 managed care lives in an integrated system (Medical Foundation) model. Grew net revenues by 40% to $520 million over tenure. SJO had provided all clinical and ancillary support services to an adjoining freestanding 200 bed Children's Hospital during my tenure.

Key accomplishments include: • Upon entering my role, led a "Operations Redesign" effort that reduced more than $25 million from the facility 's cost base

improving performance from a $10 million deficit to a $19 million positive contribution margin; • Led the creation of a Comprehensive Cancer Center with 3 independent Oncology Groups, combining separate Infusion

operations into one, built a 240,000-sfbuilding to house a one stop patient experience as a joint venture with participating MD's and a real estate development company;

• First Catholic Hospital in Calif. to achieved ANA 'Magnet' status after 5 years of sustained effort; • Implemented a Medical Staff development plan that recruited new medical talent to existing practices, mainly in the Surgical

subspecialties resulting in achieving the largest single hospital surgical market share in Calif.; • Through a management restructuring, reset operational culture to ultimately turn the organization into the Income and

Quality leader within the Health System. • Despite many attempts by bargaining groups, this entity was non-union well after my tenure and an example of open

collaboration with all constituencies. • Extended Clinical program to surrounding sister hospitals where opportunities allowed

DESERT HO SP IT AL CORPORATION (DISTRICT & TENET SPONSORED) President/CEO Executive Vice President of Ambulatory Services

Palm Springs, CA 1993 - 1998 1992--1993

Led the strategic effort for the Board that resulted in a successful affiliation of our $250 million, 398-bed tertiary district hospital with a major for-profit healthcare system (Tenet). Grew earnings to more than $20 million in year one following the affiliation and with $25 million in year two.

Key Accomplishments: • Resolved long standing conflict between Board and Medical Staff through effective communication and trust building; • Converted a 150,000-sffailed •condo' medical office building into a full service ambulatory center; new services included a

Comprehensive Cancer Center, an Ambulatory Surgery, a Pain Management Service and an Imaging Center. • Rented over 80,000 square feet for Physician's offices from the community. • Established a true service culture resulting in top rankings within the Tenet organization for Patient, Physician and Employee

satisfaction; • Through trust building with staff, was able to sustain an "open shop" union contract with the CNA resulting in less than 50

dues paying employees out of 850 eligible; • Developed a hospital based capitation strategy with the area's major IPA resulting in exclusive contracting.

SANTA ROSA HEALTHCARE CORPORATION (SICW SPONSORED) Interim Corporate Chief Operating Officer

San Antonio, TX 1991 - 1992

Provided Interim management services to a $400 million not for profit, six-hospital Catholic-sponsored system, including a regional children 's hospital.

Key Accomplishments: • Implemented a management reorganization which improved net profitability from $8 million to $10 million in nine months; • Implemented a system wide labor productivity management system and the discipline to meet its requirements daily.

THE HUNTER GROUP (PROPRIETARY) Senior Operations Consultant

Point Vedra, FL 1991 - 1992

• Functioned as an operations/turnaround consultant for the most successful troubled hospital turnaround company in the United States.

• Participated in or lead teams in over 25 engagements which included outcomes as described below; • Orchestrated the sale of a failing Catholic hospital within six weeks following an aggressive review and implementation of a

turnaround strategy that prevented closure of the facility; • Led the turnaround of a major-medical center from a $9 million loss to a $7 million positive margin in one year through

replacement of the leadership team and ongoing operations management; *Provided similar services to many other similar situations in healthcare with clients all over the US.

RIVERSIDE COMMUNITY HOSPITAL (PRIVATE COMMUNITY SPONSORED) Chief Operating Officer & President of Riverside Community Ventures Corp.

Riverside, CA 1987 - 1991

Responsible for the total operations of a 445-bed tertiary care hospital with revenues in excess of $200 million. Directed patient care services, finance, facilities, human resources and centers of specialty including cardiology, orthopedics, trauma, women' s health and neonatal intensive care. Directed a $28 million group of health venture companies including surgery centers, imaging centers, three family practice clinics, a 70-bed psychiatric hospital and a managed care company covering 450,000 lives.

Key Accomplishments: • Implemented service line management structures to capitalize on quality and market share opportunities; • Reorganized management and staffing structures to respond to the negative effects of managed care; • Opened a JV Surgery Center with 28 MD Investors; • Improved the performance of the Ventures Company from a $4 million loss to a $3 million income in 18 months.

MEMORIAL HOSP IT AL ASSOCIATION (PRIVATE COMMUNITY SPONSORED) Senior Vice President, Operations/Hospital Administrator

Modesto, CA 1980-1987

Directed daily operations and professional ancillary services for a 192-bed tertiary care facility at Modesto and at the 122-bed general acute care facility at Ceres served as Administrator with combined revenues of $92 million. Simultaneously served as contract Administrator for a 22-bed district hospital (Westside Community Hospital).

Key Accomplishments: • Improved Community and Physician perception of Memorial-Ceres by increasing service and performance across the

medical spectrum; • Partnered with the Gould Medical Foundation in providing outpatient care to Capitated patients; • Grew Radiation therapy and Imaging volumes through JV's with Community Physicians.

CAMDEN LEADERSHIP ACADEMY MINISTRY LEADERSHIP FOMATION CALIFORNIA STATE UNIVERSITY, SAN FRANCISCO Masters of Business Administration ADMINISTRATIVE RESIDENCY, COMMUNITY HOSPITAL SANTA ROSA Sponsored by UCSF CALIFORNIA ST A TE UNIVERS ITY, SONOMA Bachelor of Science

2014 2004

San Francisco, CA 1980

Santa Rosa, CA 1975-1976

Sonoma, CA 1975

---~~-~-~----- ~ .ADDITIONAL INFORMATION-~-~~=- ~==~--~-­

PROFESSIONAL/COMMUNITY SUPPORT ACTIVITIES

American College of Hospital Executives, FACHE (2011) St. Joseph Health System, Investment Sub-Committee Member United Way of Orange County, Allocations Committee Member Healthcare Association of Southern California (HASC), Finance Committee Member Saddleback Church Volunteer Board Member, Arch Medical Group/A CO

Dennis C. Millirons, LFACHE 307 The Hills Dr.

The HiUs, TX 78738 (701) 306-3497

dcmillirons@gmail.com

SUMMARY

Forty years of experience as a chief executive officer, chief operating officer and senior administrative staff member in hospitals and healthcare systems. Recognized as an innovative leader and change agent with experience in the development and implementation of major strategic projects and operational management.

EXPERIENCE

August 2016 - March 2017. INTERIM PRESIDENT, RAPID CITY MARKET, Regional Health, Rapid City, South Dakota.

Responsible for a 417 bed tertiary medical center and all Regional Health services in Rapid City. With over 4,000 caregivers, the highest volume Level /1 Trauma Center in South Dakota, Rapid City Regional Hospital serves a population of 400,000 in a five (5) state region.

August 2016-Present INTERIM LEADER, B.E. SMITH, Lenexa, Kansas

May 2015 - Present. PRINCIPAL, NEW LIGHT HEALTHCARE, AUSTIN, TEXAS

November 2013 - June 2014. EXECUTIVE VICE PRESIDENT, SANFORD HEALTH, Sioux Falls, South Dakota

November 2009 - November 2013. PRESIDENT, SANFORD MEDICAL CENTER FARGO, Fargo, North Dakota

As President of Sanford Medical Center Fargo, responsible for representing Sanford Health, and for the strategic and day to day operations of the Medical Center. Responsible for working with corporate officers, and Presidents of the Sanford Clinic and Sanford Network in a highly matrixed environment

Sanford Medical Center Fargo is a 581 bed tertiary teaching hospital which is part of Sioux Falls, South Dakota and Fargo, North Dakota based Sanford Health. Sanford is an integrated delivery system with 35 hospitals, 1,200 clinic physicians, a health plan and a research operation. With annual revenue of $3. 1 billion, and 25,000 employees, Sanford has operations in eight states and five countries.

Major Accomplishments:

• Responsible for leading the integration process of the former MeritCare Medical Center into the new Sanford Health in 2009-2010.

• As chairperson of the Steering Committee, responsible for the design and construction of the new $541 million Sanford campus in western Fargo. With 460 patient rooms, and 1.3 million square feet, it will replace aging facilities on the downtown campus when complete in 2018.

• Responsible for the leadership of the redesign of the downtown campus after the opening of the new facility to accommodate the Roger Maris Cancer Center as a full service cancer hospital. Other services, such as rehabilitation, palliative care, eating disorders, and behavioral health will be moved there from the South University campus. The South University campus will function as the regional support center. This will occur from 2016 to 2019.

• Responsible for the reopening of a four room ambulatory surgery center on the downtown campus, expanding surgical capacity in 20 I 0.

Dennis C. Millirons Page2

• Responsible for the renovation of the South University campus, including expansion of surgical support for orthopedics.

• Worked as a team member in the acquisition of Orthopedics Associates, a large orthopedic practice and facilities in southwest Fargo.

• Led the development of the $12 million, 70,000 square feet Family Wellness, a joint venture with the YMCA of Cass & Clay counties. The facility opened in 201 l.

• Part of the leadership team for the implementation of the EPIC electronic information system in the Fargo region from 2010-2012.

• Led the development of the strategy and necessary steps to pursue adult Level I Trauma designation and Pediatric Level II designation in 2014.

• Oversaw the development of cardiovascular services with the implementation of robotic coronary bypass procedures, cryoablation, pulmonary hypertension testing, and the deployment of the Edwards TRA VI valve.

• Facilitated the acquisition of a hybrid catherization laboratory- operating room in 2012.

• Planned and implemented the renovation of the downtown campus to sustain operations until the new campus is open.

o Renovation and expansion of the Roger Maris Cancer Center. o Renovation and expansion of the Emergency Center. o Renovation of public areas. o Completion and opening of a new nursing unit as a prototype for the new hospital.

• Developed the plan to expand Sanford LifeFlight helicopter service to Bemidji, Minnesota, in 2012.

• Led the successful JCAHO accreditation process in 2010 and 2011.

• Quality awards received by Sanford Medical Center Fargo include: o US News & World Report's Best Hospital in North Dakota o 100 Top Heart Hospital o Healthgrades Distinction Award for Clinical Quality in 2011 and 2012.

February 2006 - January 2009. CONDELL MEDICAL CENTER/ADVOCATE CONDELL MEDICAL CENTER (effective December 1, 2008)

President and Chief Executive Officer of Condell Health Network, composed of Condell Medical Center, Condell Health Care Foundation. The organization is principally located 37 miles north of downtown Chicago, Illinois in Libertyville, Illinois, which is located in Lake County, Illinois. With the Advocate Health Care merger, assumed the position of President, Advocate Condell Medical Center.

The hospital is licensed for 283 beds and is ranked in the top twenty hospitals in the Chicago Metropolitan area with approximately 3,000 employees and assets of over $400 million. Condell Medical Center operates a network of services that extends throughout Lake County, which has a population of over 700,000. Condell Medical Center is the largest hospital in the county.

Directed the implementation of major strategic and operational changes intended to properly position the hospital in the very competitive market in the northern suburbs of Chicago. Led the affiliation of Condell Medical Center with Advocate Health Care, the largest health care system in Illinois and ranked number twelve in the United States. The merger is valued at over $345 million.

Dennis C. Millirons Page 3

Major Accomplishments:

• Completed a new strategic plan that takes Condell Medical Center to a regional tertiary facility by 2012.

• Initiated construction of a 68 bed private room patient tower to increase capacity and convert Advocate Condell Medical Center to all private rooms. Completion in early 2011.

• Developed plans for Condell Medical Center to upgrade to a Level I trauma center in 2009.

• Opened a separate pediatric emergency department in 2008.

• Initiated a $25 million construction project to expand the emergency department to handle over 75,000 annual visits.

• Achieved a budgeted $3 1 million turnaround in 2009.

• Implemented full time staffing by intensivists in the Intensive Care Units.

• Signed an academic affiliation agreement with Rosalind Franklin University (Chicago Medical School).

• Implemented major process improvements, quality enhancements, revenue enhancements resulting in over $30 million in performance improvements in 2006-2007 through the Pathway to Excellence program with assistance from Deloitte Consulting.

• Implemented major revenue cycle process changes resulting in improvements in· cash position.

• Implemented a real estate monetization strategy resulting in a $66. 5 million sale of medical office buildings and fitness center facilities.

• Through due diligence, identified physician contracts outside of compliance with Stark regulations. As a result of a voluntary disclosure process, settled the issue involving over 100 physician contracts initiated by prior management.

• As a result of discovery of intentional misstatement of financial statements by the previous administration, lead forensic investigation and change to new auditors (KPMG.) The audit resulted in an adjustment to prior year balances of over $50 million. Terminated and replaced the Chief Financial Officer.

• Recruited new senior management team, and transformed middle management staff. Over seventy per cent (70%) of management was replaced over eighteen months.

• Engaged Blue Cross of Illinois in a negotiation process to correct multi-year under­reimbursement resulting in Condell Medical Center going out of network in 2008. The merger with Advocate Health Care restored the Blue Cross contract effective December I, 2008 with new more favorable rates.

• Implemented a clinical documentation improvement process resulting in an improvement in risk adjusted mortality.

• Replaced long-standing emergency physician group, improving quality, patient, and staff satisfaction.

• Incorporated and capitalized a Cayman Island offshore captive insurance company (Certus Indemnity) for malpractice insurance coverage for Condell Medical Center.

Dennis C. Millirons Page4

• Transitioned the Condell Employee Pension Plan from a defined benefit to a defined contribution plan design.

• Completed a medical staff development plan.

• Implemented a supply chain management strategy, including joining VHA as an equity member and establishing a "just in time" inventory agreement with Cardinal Healthcare.

January 1994- February 2006. RIVERSIDE HEALTHCARE, Kankakee, Illinois

President and Chief Executive Offteer of Riverside HealthCare, composed of Riverside Medical Center, the Riverside Medical Center Foundation, the Riverside Senior Living Center, and the Oakside Corporation. The organization is principally located 55 miles south of downtown Chicago, Illinois, and it is a member of the Rush System for Health. The main campus of Riverside HealthCare is located on over 100 acres that incorporates hospital, medical office and senior living Jacilities.

Riverside Medical Center is licensed for 341 beds, and it is a full-service provider of acute medical and surgical services, as well as psychiatric and substance abuse services. Riverside Medical Center has areas of specialty concentration in cardiovascular care (including open heart surgery), orthopedic surgery and oncology. Riverside operates twelve community health centers, strategically located in surrounding areas. Primary care and specialty clinics in cardiology, orthopedic surgery, oncology, obstetrics and gynecology, pediatrics, plastic surgery, sports medicine, and other specialties are also provided at these sites.

Riverside HealthCare also operates the Riverside Senior Living Centers, consisting of a 178-unit senior living complex and the 120-bed Miller Healthcare Center, which is a free-standing nursing home. The senior living campus is contiguous to the hospital.

In addition, Riverside HealthCare delivers a variety of services including industrial medicine, medical equipment sales, and home health care. The Riverside Ambulance also operates on a regional basis, interfacing with the Level II Trauma Center at Riverside Medical Center.

With assets of over $350 million and net revenues of over $200 million, Riverside HealthCare has over 2000 employees.

Major Accomplishments:

• Implemented long-range strategic planning process for the system in 1994, 1997, 2001 and 2005.

• Negotiated a bridgeboard affiliation model with Rush University Medical Center in 1996, including major clinical integration between Rush and Riverside in cancer and heart care. The System included Rush University Medical Center, Rush North Shore Hospital, and Rush Copley Medical Center.

• Developed the Riverside Plaza on the Bourbonnais Campus in 2005 consisting of medical offices, a comprehensive imaging center, women's center, and a joint ventured multi-specialty ambulatory surgery center.

• Developed the Riverside Pavilion, a 115,000 square foot, $26 million office and parking complex which opened in 2003. The building was over 90 percent leased to physicians at its opening, and it included a new on-campus ambulatory, diagnostic center for growth and expansion of ambulatory care services.

• Implemented a plan to expand Riverside Community Health Centers in strategic locations, growing from three to twelve centers.

Dennis C. Millirons Page 5

• Developed the Betty Burch Bridgewater Center for Radiation Therapy as a free-standing radiation oncology center on the Bourbonnais Campus in 2004. Obtained a $1 million gift from the Bridgewater Family, a $1 million Federal Grant and a $3.5 million gift from the Riverside Foundation to fund the construction of the new facility.

• Opened the Miller Center, a 120-bed freestanding nursing home, in 1995. Increased the occupancy of independent senior living and assisted living to capacity by 1995, and doubled the assisted living facility from 48 to 86 apartments. Initiated Westwood Estates in 2003, with anticipated development of 30 private residential homes for seniors.

• Developed the OAK Surgical Institute, an orthopedic single specialty surgery center with the Orthopedics of Kankakee group. The Center opened in May, 2003. Achieved the five star award for total hip replacement from Health Grades.com in 2003.

• Purchased the 60-acre Bourbonnais campus in the growth corridor north of Kankakee, Illinois in 1997. In 1998 developed the $12 million Riverside Health & Fitness Center consisting of 75,000 square feet of fitness, rehabilitation, sports medicine, and medical offices at the Bourbonnais Campus. The center has over 2, 700 members and contains primary care offices.

• Formed the Rush-Riverside Heart Center, and obtained Illinois Health Facilities Planning Board approval for open-heart surgery in January, 1999. The program did its first procedure in November, 1999, and has enjoyed outstanding clinical and financial performance. In 2003, Riverside installed its third catheterization laboratory, and constructed its second operating room to accommodate continued growth in heart procedure volume. Health Grades. com has awarded its five star award to the Rush-Riverside Heart Center open-heart program for the past four years.

• Increased market share of Riverside Medical Center to in excess of 60 percent, compared to Provena St. Mary's Hospital. Riverside Medical Center is the site of delivery for 70 percent of the babies delivered in Kankakee County.

• Improved system and hospital financial performance as reflected by net financial margin and re­established an "A" bond rating by Standard and Poor's. In the past ten years, increased total assets from $125 million to $350 million, and total cash from $25 million to $125 million.

• Decreased days in accounts receivable from over 100 to fewer than 60 days.

• Implemented a new comprehensive hospital information system in 1996. Riverside was named one of the "I 00 Most Wired" health systems in 2002. Currently implementing a major system upgrade that will result in a virtually paperless environment in 2007.

September 1987 -July 1994. SANTA ROSA HEALTH CARE, San Antonio, Texas

Chief Executive Officer, Northwest Campus (composed of Santa Rosa Northwest Hospital, Santa Rosa Rehabilitation Hospital and Villa Rosa Hospital), Vice President, Santa Rosa Health Care Corporation

Santa Rosa Northwest is a 141 bed acute general hospital; Santa Rosa Rehabilitation is a 59 bed facility; and Villa Rosa is a 254 bed psychiatric hospital. All are located in the South Texas Medical Center.

Overall responsibility for the operation of three hospitals located in a medical center environment with teaching programs in medicine, nursing and other allied health professions.

• Executed a financial turnaround at Santa Rosa Northwest from a loss of $1 million per month in

• 1987, to an operating profit of over $300,000 in 1992.

Dennis C. Milliroos Page 6

• Developed the strategic plan and justification for the Santa Rosa Northwest Tower II, a new office and ambulatory care facility containing over 85,000 square feet, five operating rooms, and other ambulatory services.

• Built a 20 physician primary care group which facilitated the growth of primary care.

• Recruited over 60 physicians to the Santa Rosa Northwest Tower I (115,000 square feet), increasing the occupancy from 40% in 1987, to 100% by 1991.

• Expanded operating room capacity (at Santa Rosa Northwest), increasing volume by over 30%.

• Introduced a new marketing program that increased monthly emergency room visits by over 50% in one year at Santa Rosa Northwest.

• Designed, developed and implemented the closed head injury rehabilitation program at Santa Rosa Rehabilitation Hospital, which is a nine bed specialty unit.

• Expanded managed care contracting in San Antonio for mental health services to over 300,000 covered lives.

January 1976- September 1987. PRESBYTERIAN HOSPITAL, Oklahoma City, Oklahoma

Administrator and Chief Executive Officer 1985 - 1987

Responsible for the operation of Presbyterian Hospital (475 beds), now Oklahoma University Medical Center, the primary teaching hospital for the University of Oklahoma Colleges of Medicine, Nursing, Pharmacy and Health.

Executive Vice President 1985

This position held responsibility for all internal operations.

Vice President for Operations 1980 - 1985

Responsibilities included 13 clinical and service departments of the hospital, including a 152 bed rehabilitation and skilled nursing facility and a 68 bed chemical dependency treatment center.

• Negotiated the lease of the Rehabilitation Institute of Oklahoma, a 152 bed rehabilitation facility, from National Medical Enterprises.

• Developed a free-standing 68 bed chemical dependency treatment center voted "Best in Oklahoma City".

• Implemented a Total Patient Satisfaction Guaranteed Program, which guaranteed 100% satisfaction to every patient.

• Planned and implemented a $20 million construction project, expanding ancillary and outpatient facilities.

• Worked closely and collaboratively with a large multi-specialty physician group practice of over I 00 physicians.

Vice President and Member of the Board of Trustees 1980 - 1985 IHP Corporation (A wholly owned for-profit subsidiary of Presbyterian Hospital)

Dennis C. Millirons Page 7

IHP Corporation provided management services, management consulting services, administrative and professional shared services to over 40 hospitals in Oklahoma.

• Participated in the direction of over 17 managed hospitals in the western half of Oklahoma.

• Developed and managed a home health and nursing agency which had six branch offices in central, western and northwestern Oklahoma.

Assistant to the President for Planning and Development

Director of Planning

INTERNSHIP AND RESIDENCY

Administrative Resident Presbyterian Hospital, Oklahoma City, Oklahoma

Administrative Intern Bass Baptist Memorial Hospital, Enid, Oklahoma

Oklahoma City County Health Department

EDUCATION

TRINITY UNIVERSITY, San Antonio, Texas M. S. Health Care Administration

1978 - 1979

1976 - 1978

UNIVERSITY OF OKLAHOMA HEALTH SCIENCES CENTER, Oklahoma City, Oklahoma

1975

1972

1972

1976

Graduate studies in Public Health, fall semester 1973

SOUTHWESTERN OKLAHOMA STATE UNIVERSITY, Weatherford, Oklahoma, B. S. Administration of Allied Health Services 1973

PROFESSIONAL MEMBERSHIPS AND ACTIVITIES

Board of Directors, North Dakota Hospital Association, 2011 to 2013 Member, Health Policy Consortium Board of Directors, 2009 to present, Chairman, 2011-2012 Regent for North Dakota, American College of Health Care Executives, 20 IO to 2013 Member, Wells Fargo Bank, Fargo, Community Board, 2011 to 2013 Board of Directors, Metropolitan Chicago Healthcare Council, 2007 to 2009 Board of Directors, VHA Upper Midwest, Vice Chairman, 2005-2007; Chairman 2008-2009 AHA Delegate, Section for Metropolitan Hospitals, Regional Policy Board 5 Illinois Health Facilities Planning Board, 2002 to 2003 Kankakee County Planning Commission, 1998 to 2006 Board of Directors, Illinois Hospital Association, 1998 to 2005 Board of Directors, Illinois Provider Trust 2003 to 2007 Board of Directors, Illinois Provider Trust Physicians Insurance Trust, Cayman Islands, 2003 to 2007 Board of Directors, National City Bank - Kankakee, 1995 to 2000 Board of Directors, Bank of Bourbonnais, 2000 to 2006 Member, Economic Development Council of Kankakee County, 1994 to 2006, Chairman, 2000-200 I Board of Directors, Kankakee Chamber of Commerce, 1994 to 1999 and 2003 to 2006 Fellow, American College of Health Care Executives, 2007 to present Past President, Trinity University Health Care Administration Alumni Association, 1987-1988 Trinity University Alumni Board, 1987-1988

Dennis C. Millirons

Member, Health Care Administration Advisory Board, Trinity University, 2003 to 2005 Past Chairman, San Antonio Area Hospital Council, 1989

FACULTY APPOINTMENTS

University of Oklahoma College of Health, Department of Health Administration Adjunct Assistant Professor, 1986 - 1987

Rush University, Chicago, Illinois Assistant Professor, 1996 to 2007

Trinity University, San Antonio, Texas Adjunct Professor, 2003 to 2004

Page 8

Ian McFADDEN President/CEO at HRM Solutions, LLC.

Valparaiso, IN 46385

ianmcfadden8_836@indeedemail.com - 219-398-8677

Willing to perform Overall Management of Healthcare System entities as well as Turnaround Strategies,

Performance Improvement or Quality Improvement and Patient Experience as a Senior Level Executive or as

a Consultant or Interim Executive of various types of healthcare providers and payor organizations.

Willing to relocate: Anywhere

Authorized to work in the US for any employer

WORK EXPERIENCE

President/CEO HEAL TH REFORM MANAGEMENT SOLUTIONS, LLC - Valparaiso, IN - 2014-01 - Present

Health Reform Management Solutions, LLC./dba HRM Solutions, is a privately owned consulting firm

specializing in assisting healthcare systems in implementing strategies and processes that lead to improved

performance in a post-reform healthcare environment. Our specialized services include: interim management,

rapid performance impr.ovement, organizational transformation, turnaround initiatives, cultura l development,

quality and patient experience improvement, clinical integration, revenue maximization, IT system redesign,

and physician alignment strategies.

• Worked with several local health. systems in establishing new types of physician incentive compensation

packages in an effort to help them retain physicians within their employed Group practices. A new innovative

tool, the retention trust, was introduced.

• Engineered operational turnarounds of several unproductive physician groups in addition to other healthcare

clients. Created monitors for all clients to insure sustainable results.

President and Chief Executive Officer THE METHODIST HOSPITALS, INC - Gary, IN - 2008-08 - 2013-12

The Methodist Hospitals, Inc. is a 2 hospital, 631 bed, integrated healthcare delivery

system serving the more than 500,000 citizens of Northwest Indiana. The Methodist

Hospitals is a private, not for profit, religious sponsored organization comprising of 2 tertiary level based acute

care hospitals and numerous other satellite entities and

services. Total net patient revenues exceeded $300 Million.

• As President and CEO, This position is responsible for the entire management and strategic direction of

the health care system including all entities. This position reports to a 20 member Board of Directors. The

organization has a compliment of over 2500 FTEs, and a medical staff of over 600.

• Successfully engineered a $73 Million turnaround of the organization's finances in just one year. This included

a reduction in operating expenses as well as an enhancement in net patient service revenues. The organization

was able to achieve its first profitable year after 7 consecutive years of experiencing operating losses. In 2012,

the organization achieved 2 bond upgrades and its highest level of annual profitability in its 100 year history.

EBIDA and Operating Margin/Profitability has doubled every year for the past 3 years to 15% EBIDA and 7%

operating margin.

• Implemented a new EPIC IT System throughout the organization resulting in Northwest Indiana's first

electronic medical record and Computerized Physician Order Entry system. Became one of only 100 hospitals nationwide to receive "Meaningful Use" dollars for highest advancements in electronic informational technology

development by implementing EMR, CPOE and an IT physician ambulatory product. Achieved Stage 6 of Meaningful Use designation.

• Achieved national recognition for Quality and Service Excellence in several Service Lines including:

Cardiology, Neurology and Neurosurgery, Women's Services, Bariatric Surgery, Oncology, Stroke, and Gastroenterology. Received Studer's "Most Improved Hospital" for highest improvement in HCAPS scores

for 2013. Achieved improvement from the 8th percentile to a 95th percentile rating for all patient satisfaction

categories of all Studer client facilities within a 2 year time frame.

• Began the implementation of Clinically Integrated Physician Network leading to the development of an ACO

Network. Successfully recruited over 70 physicians into this network as well as formed a management structure for oversight.

• Achieved 100% compliance with all National Patient Safety Goals. Also, achieved specific accreditation for all Centers of Excellence.

• Improved the culture of the organization through the introduction of the Studer in itiative and process. Patient satisfaction scores have increased over 90% annually as have employee retention rates.

• Improved the development and appearance of all facilities within the organization, both internally and externally. This included a complete facility revitalization project for both campuses, the renovation of a new

E_mergency Department, and creating new access areas and all private rooms.

• Created new service lines and Centers of Excellence including: An Advanced Obstetrical and High Risk

OB Delivery Service, A new Orthopedic and Spine Care Center, A new Breast Care Center featuring 3-D Mammography, and a new Bariatric Center and new Level II Trauma Service. All of these Methodist Centers

of Excellence are the only option for these services in NWI.

• Achieved national recognition as the Top Hospital System in Northwest Indiana as designated by US News

and World Report. Methodist Hospitals is ranked #22 in a survey of all 250 Chicago area hospitals. No other

hospital in NW Indiana has this high a ranking. It is also ranked #13 in the State of Indiana for all Indiana hospitals. Also ranked in the US NEWS and World Report Top 50 Hospita ls Nationwide for Neurology and Neurosurgery.

President and Chief Executive Officer ROSELAND COMMUNITY HOSPITAL - Chicago, IL - 2006-06 - 2008-08

Roseland Community Hospital is a 162 bed non-profit, community based, general medical/surgical hospital located in the south side market area of Chicago, Illinois. The hospital is a safety net provider serving 350,000

citizens in an inner city market. It is the only hospital in a 7- mile radius in this part of the city.

• As PresidenUCEO, successfully turned around the financial operations and quality improvement of this inner

city hospital resulting in a $17 Million financial improvement in one year resulting in the hospital achieving its

first profit in nearly a decade. Removed all of the $15 Million debt obligation owed to local financial institutions and created a new hospital development plan.

• Opened a new $20M ER and suceessfully established a Center of Excellence for Pulmonology and Heart

Failure leading to a HealthGrades" best practice rating" for these programs.

Interim Chief Operating Officer ALAMEDA COUNTY MEDICAL CENTER - Oakland, CA - 2005-04 - 2006-06

Alameda County Medical Center is a 588 licensed bed, urban, public, teaching affiliated healthcare system

with several campuses serving all of Alameda County and the surrounding East Bay area. This system is the

safety net for all of the Oakland, CA area and boasts a reputation in trauma care and transplant surgery. This

position is responsible for all of the internal and external operations of this system. Total net revenues were

over $500 million on an annualized basis.

Senior Executive and Partner FTI / CAM BIO HEAL TH SOLUTIONS - Brentwood, TN - 2003 - 2006

FTI / Cambio Health Solutions (now FTI Consulting) is a leading Turnaround Management and Performance

Improvement Consulting firm providing lasting solutions to complex operational, clinical, financial, and strategic

problems in all industries including troubled healthcare organizations throughout the country. This healthcare

practice is part of the parent company, FTI Consulting which purchased Cambio Health Solutions.

• As Senior Executive for Operations, this position was responsible for conducting and implementing

turnaround strategies a:t client hospitals, such as those listed below. Also performed interim management and

conducted marketing and development activities in between administrative assignments.

Interim President/CEO ESSEX VALLEY HEALTHCARE - East Orange, NJ - 2003-09 - 2005-04

Essex Valley Healthcare is a 211 licensed bed, non-profit, community based healthcare system which includes

the full service East Orange General Hospital as well as a multi- site ambulatory care system, and a county-wide

EMS system serving an onner city population of over 100,000 residents. This position reports to a 15-member

Board of Trustees as well as a Regional Vice President with Cambia Health Solutions. Cambia is a nationally

recognized Performance Improvement and Interim Management Firm specializing in hospital turnarounds.

This position is responsible for the overall turnaround strategy and operation of all entities of this system. Total

net revenues were $100 million on an annualized basis.

President and Chief Executive Officer CARITAS HEAL TH SERVICES - Louisville, KY - 2001 - 2003

A 747 licensed bed, private, non-profit, Catholic, integrated healthcare delivery system serving the South

Louisville acute care mari<et. The system includes a 331 bed acute care hospital with 33 skilled beds, a 416 bed

psychiatric hospital, a home health agency serving 12 counties, and a 35 member physician group practice.

The system is owned and operated by Catholic Health Initiatives (CHI), a 64 hospital, nationally recognized

integrated healthcare delivery system. Reported to the Senior Vice President of Operations within Catholic

Health Initiatives (CHI) as well as a 15-memberlocal Board ofDirectors. Lead the overall strategy, development

and operation of all entities of this system including a $22M turnaround of the system's financial condition

within the first year.

Chief Operating Officer Regional One Health System - Memphis, TN - 1998 - 2001

A 620 licensed bed, publi c, teaching , urban, integrated healthcare delivery system containing an academic

medical center, an affiliated specialty hospital, 12 freestanding physician practices, a regional provider based

HMO, and a full array of tertiary care services. "The Med" serves a five state market, w ith a population of

approximately 1.5 million . It is the major teaching affiliate for the University of Tennessee Medical School and

is ranked in the top 1 O of all hospitals in the USA for trauma and complicated newborn care. Reports directly to

the President of the Healthcare System. Primary responsibilities are for the overall management, development

and operation of the academic medical center campus, the affiliated specialty hospital, and all on campus

clinics and physician practices.

Vice President, Hospital Services and Affiliate Operations HEALTHCARE, INC - WEST, TENNESSEE, US - 1989 - 1998

Jackson, TN

Vice President, Hospital Services and Affiliate Operations

An 1180 bed , teaching, regional integrated healthcare delivery system. Responsible for five affiliate hospitals,

fifteen physician practices, a provider based health plan, and a full array of flagship tertiary care services.

WTHI serves a 17 county market with a population of over 500,000 and is recognized as one of the top 100

healthcare systems in the USA.

Assistant Administrator/COO HCA PUTNAM COMMUNITY HOSPITAL - Palatka, FL - 1985 - 1989

A 161 bed investor owned rural, acute care, community hospital owned by Hospital Corporation of America.

This hospital was later selected as one of the top 100 hospitals in the USA. Served as Chief Operating Officer

and was responsible for most ancillary and support operations, including clinical and professional departments.

Responsibilities increased on an annual basis. Served as Administrator/CEO in between administrative

changes.

Administrative Resident HINDS GENERAL HOSPITAL - Jackson, MS - 1984 -1 985

A 358-bed public, general medical/surgical, medical center. This 12 month residency p·rovided the fulfillment

of an onsite program requirement for the MSHA degree.

EDUCATION

D. Sc. THE UNIVERSITY OF ALABAMA - Birmingham, AL

2017

M.B.A. THE UNIVERSITY OF MEMPHIS - Memphis, TN

1993

M.S. THE UNIVERSITY OF ALABAMA - Birmingham, AL

1984

B.S. THE UNIVERSITY OF ALABAMA - Tuscaloosa, AL

1982

Management and a Fellow the American College of Healthcare Executives

25054 W. Lake Forrest Lane Shorewood, Illinois 60404

Barbara J. Martin FACHE

CAREER SUMMARY

Cell: 815-354-5495 Email: BarbMartin4l4@msn.com

Successful, outcome-focused senior level health care executive with extensive experience as a system and hospital chief executive officer, both in not-for-profit and for-profit hospitals. Also, extensive experience as a chief operations officer, vice president for hospital operations and ambulatory services, chief nurse executive, health system vice president and physician practice executive. Significant achievements in large, teaching, multi-hospital, health care systems. Particular strengths in system, hospital and ambulatory operations, strategic development, community partnerships, departmental reengineering, positive physician collaborations, and management and staff mentoring/development.

VISTA HEALTH SYSTEM Waukegan, Illinois

PROFESSIONAL EXPERIENCE

2003-Present

As part of Quorum Health Corporation, Vista Health System is a two-hospital, 410-bed acute care system, with 8 ambulatory care sites, 3 emergency departments, a Level II trauma center , a physician/hospital syndicated surgery center and a 62 member physician group in Lake County, Illinois.

Chief Executive Officer 2006-Present Appointed Chief Executive Officer by Community Health Systems (CHS), following the acquisition of Vista Health, which was renamed Vista Health System.

• Led the sale and acquisition of Vista Health to CHS in 2006 which is now Vista Health System • Led Vista from an 18M loss as Vista Health to a 36.5M EBITDA in 2014 as Vista Health System.

Continue to see strong profitability and margins. • Acquired a large medical oncology practice in 2014 and opened Vista Cancer Centers in 2015 • Developed an Ambulatory care network of diagnostic imaging/ laboratory sites and physician practices

throughout Lake County • Built a large Ambulatory care site in western Lake County which includes a freestanding Emergency

Department, a syndicated surgery center, a Cancer Center, full hospital diagnostics services, physician practices as well as a Medical Office building on a 28 acre site

• In 2017 led the effort and renegotiated all managed care contracts locally for the hospitals and the physician practices achieving an additional 6-8M in net revenue for Vista annually

• Achieved a Chest Pain Center of Excellence, a Stroke Center of Excellence, a Hip and Knee Replacement Center of Excellence, a Bariatric Center of Excellence, a Congestive Heart Failure Center of Excellence and a Diabetes Center of Excellence

• Core measure scores have risen to overall 99.2% in 2014, 99.9% in 2015 and 99.9% in 2016 • Led legislation change and received unanimous approval for a Freestanding Emergency Department for

western Lake County which opened in July 2011 • Submitted and defended a CON for a new 132-bed acute care hospital in western Lake County • Achieved unanimous CON approval in June 2007 for Open Heart Surgery at Vista Medical Center East.

Performed the first case in December 2007 • Recruited and engaged over 60 new physicians to join the medical staff in 2012, 38 in 2013, 64 in 2014

and 70 in 2015 and 72 in 2016

• Achieved physician satisfaction scores of 98% in 20 I Sand 99% in 2016 • Successfully syndicated a surgery center with 21 surgeons. Surgeons own 49% and Vista owns 51 % • Experienced a 6.9% market share growth in ED visits for Vista Health System from 2011- 3rd quarter

through 2014 and 2% through 2016 • Experienced a 3.7% inpatient market share growth from 2012-2013, 2.2% in 2014 and 2.6% in 2015-

2016 • Developed a successful Vista Medical Group with over 60 primary and multi-specialty physicians

VISTA HEALTH/VICTORY HEALTH SERVICES Waukegan, Illinois

2003-2006

Not-for-profit healthcare system operating two hospitals, a senior housing development, 6 ambulatory care facilities, and over 2100 employee

President and Chief Executive Officer 2005-2006 Appointed President and Chief Executive Officer for Vista Health and Victory Health Services, its parent corporation in 2005, following appointment as Interim CEO. Responsible for operations of and strategic planning for Victory Health Services which included Victory Memorial Hospital, Saint Therese Medical Center, Vista Imaging Center, Vista Surgery and Treatment Center, Vista MR Institute, and Victory Lakes, a continuing care retirement village which provided the entire continuum of senior services.

• Within one month of accepting President and CEO position, negotiated a consolidation of acute care services to one hospital with the Illinois Health Facilities Planning Board (IHFPB)

• Within four months signed a Letter of Intent to join Community Health Systems to position Vista Health for future growth and closed the acquisition with CHS

• Within first six months brought Vista Health to a positive operating income after over five years of operating losses

• Continued to build excellent relationships with local elected officials and key community leaders, which led to unprecedented support for changes at Vista Health

• Rebuilt severed physician relationships to a strong, highly energized medical staff • Implemented the following construction and/or renovation projects at the Victory Memorial Hospital

site within six months of being Chief Executive Officer: Emergency Department (multiple phase project); Endoscopy Suites; consolidation and construction of Laboratory; 5-West Med/Surg Unit with 41 beds (11 private, 29 semi-private); and lobby renovation

• Implemented Customer Service Program to include Executing Rounding, Manager Rounding of all new patients; and Management/Executive visibility

Chief Operating Officer 2003-2005 As the Chief Operating Officer, was responsible for the day-to-day operations of Victory Memorial Hospital, Saint Therese Medical Center and all ambulatory care sites. Responsibilities also included total financial and operational outcomes for 1900 FTE's and a$ I SOM operating budget. Direct reporting departments included all professional and support departments as well as the Chief Nurse Executive/ nursing department.

• Facilitated the operational improvement outcomes for 2004 of $SM below salaries/benefit budget by achieving OT usage of 2% or below and eliminating use of agency staff. Also decreased 195 FTE's for a total annual savings of over $1 0MM

• Led the design, development and construction for the Victory renovation projects, including the Cardiac Cath Lab, ER, and infusion therapy suite.

• Re-established the cardiac service line by creating a dedicated cardiac cath lab, implementation of elective angioplasties, electro-physiology studies and recommitting the cardiologists.

• Facilitated the development and implementation of a physician development plan for rebuilding

physician relationships and loyalty to Vista Health within cardiology, surgery and primary care/ internal medicine and other sub-specialties.

• Consolidated Saint Therese Medical Center and Victory Memorial Hospital medical staffs into Vista Health in 2 months including new medical staff by-laws new medical staff bylaws during this same time period.

• Led the effort to rebuild top line revenue in cardiac, surgery, ambulatory care and orthopedics

THE PETERSON NETWORK, LTD. Interim HealthCare Executive

TEMPLE UNIVERSITY HEALTH SYSTEM Philadelphia, Pennsylvania

2002-2003

Multi-hospital teaching healthcare system that includes 6 hospitals/ medical centers, 10,000 employees and 36 residency programs.

Vice President /Patient Service Operations As an independent contractor, served as the interim Vice President for Patient Services Operations for Temple University Hospital, Episcopal Hospital, and Temple Children's Medical Center. Was accountable for all nursing and patient service operations and outcomes within all three facilities. Responsibilities also included financial and clinical operational outcomes for 2000 FTE's, a $1 OM capital budget and a $1 OOM operational budget.

PROVENA HEALTH 1998-2002 Frankfort and Kankakee, Illinois

Catholic healthcare system that includes 7 hospitals, 12 senior service facilities, over 40 ambulatory centers and physician clinics, with 12,000 employees.

System Vice President/Clinical Operations/System Improvement As a Provena Health senior leadership member and System Vice President, directly reported to CEO of Provena Health . Responsibilities included overseeing and directing the clinical operations and system integration activities, the development and implementation of Provena Health System clinical operational improvements and quality initiatives/outcomes programs, JCAHO survey coordination, integrated delivery network development, and administrative direction for the care management and infection control programs throughout the Provena Health continuum of care. Reported to the Provena Health Board of Directors system clinical operational improvement activities, accreditation and regulatory issues and quality outcomes.

PROVENA SAINT JOSEPH MEDICAL CENTER Joliet, Illinois

1990-1998

A Level 1 Trauma Medical Center with 600 beds, 2300 employees and the flagship hospital of Provena Health.

Vice President, Hospital Operations & Ambulatory Services As a member of the executive team, reported to CEO. Administered $75M operating budget and $6M capital budget. Established strategic business plans, set goals, prepared and monitored budget performance for day­to-day operations of35 professional, ancillary and support departments, and clinical service lines through 24 direct reports, and over I 000 employees. Reporting departments included radiology, pharmacy, laboratory, cardiology/neurology, cardiac rehab, pulmonary functions, MRI facilities, dietary services, housekeeping, safety/security, medical records, utilization review, 6 ambulatory care centers, home health services, women 's resource, laser, breast, osteoporosis, sports medicine, and industrial rehab centers, and the mental

health, physical medicine/rehabilitations, and cancer care service lines. Was accountable for contract development, negotiations and the outcomes achieved by Medical Directors. Coordinated JCAHO Standards for Administration and Ambulatory Services.

SAINT MARGARET AND MERCY HEALTH CENTERS Hammond, Indiana Vice President, Patient Services/ Chief Nursing Officer

INGALLS MEMORIAL HOSPITAL Harvey, Illinois

Director of Nursing (1985-1987) Director of Maternal Child Nursing (January 1985-July 1985) Associate Director of Maternal Child Nursing (1982-1985) Pediatric Unit Coordinator (1981-1982) 3-11 House Coordinator (1979-1981) Team Supervisor (1978-1979) Staff Nurse (1977-1978)

EDUCATION Lewis University, Romeoville, Illinois

Master of Business Administration Lewis University, Romeoville, Illinois

Bachelor of Science in Nursing

LICENSURE RN licensed in Illinois #041-176069

PRESENTATIONS AND AW ARDS

1987-1990

1977-1987

Named Top 24 Women Healthcare Executives in the country to know by Becker Review Alumni Achievement Award for Lewis University, Romeoville, Illinois - 2007

Outstanding Community Outreach to Latinos Award, Waukegan, Illinois - 2007 Through The Glass Ceiling Award- Lake County YWCA, Waukegan, Illinois - 2006 1997 Senior Administrator of the Year -American College of Health Care Executive

Sigma Theta Tau - Inducted for Administrative Leadership in Nursing

PROFESSIONAL ORGANIZATIONS Elected to IHA Board of Directors for 2008-2010, 2011 -2014, and 2016-2017

IHA Investor-Owned Council - Chairman , 2008-2015 Lewis University Board of Trustees, 2011-2020

Northern Trust Bank , Board of Directors, 2010-2017 Appointed Member of Governor's 11 member Medical Error/Patient Safety Task

Heartland Blood Center Board of Directors - Vice Chairman - 1999/2002 Will Grundy Medical Center Board of Directors - Secretary/Treasurer-2000-2003

American College of Health Care Executives 1990-present/ F ACHE

MICHAEL S. KOTZEN, FACHE

Mkotzen88@gmail.com 199 Pearlcroft Road, Cherry Hill, NJ 08034 (609) 313-0582

STRATEGIC HEALTHCARE EXECUTIVE LEADER Results-driven Healthcare Executive with nearly twenty five years of in-depth experience. Recognized for development and implementation of Integrated Health System strategy. Expert in providing leadership to all facets of healthcare delivery. Visible servant leader committed to leadership education and development. Demonstrated ability to identify and implement process improvements designed to improve clinical quality, customer loyalty, reduce cost and improve employee pride. Committed to leadership that fosters accountability, creativity, and innovation.

KEY ACCOMPLISHMENTS

> Visionary leadership in creating a clear vision and strategy, leading change and driving execution. ·

> Demonstrated ability to develop innovative partnerships and collaborative relationships with physicians and other stakeholders.

> Built and developed leadership teams to drive excellence in customer experience, employee engagement and clinical performance while maintaining high margins to enable growth and commitment to our communities.

> Proven ability to lead "turn around" scenarios and sustain performance by driving innovative solutions to complex issues and leading with courage and transparency.

> Commitment to talent development necessary to drive performance and challenge the status quo to embrace future industry changes.

PROFESSIONAL EXPERIENCE

Virtua I Maraon, New Jersey 1992 - Present

Virtua is one of New Jersey's largest health systems. Virtua provides services through the Virtua Medical Group with nearly 450 physicians and other clinicians and at its three hospitals, urgent care centers, ambulatory surgical centers, health and wellness centers, fitness centers, home health services, long term and rehabilitation centers and a paramedic program. Virtua operates nearly 100 access points within the state. It participates as a part of a clinically integrated network of over 1,500 physicians. Virtua employs nearly 9,000 people. The system has $1 .3 bill ion in annual net revenue and owns $1 .5 billion in net assets. Virtua maintains a AA- rating with Fitch Rating Agency and AA­rating with Standard & Poor's rating agency.

Executive Vice President I Chief Operating Officer (2012 - present) • Responsible for driving performance excellence across Virtua's integrated system including

hospitals, rehabilitation centers, health and wellness centers, community based services, home care.

• Expanded ambulatory services for community through growth of primary and specialty care access points, urgent care, wellness centers and 20 joint venture's with physician partners providing surgery, imaging, sleep medicine and radiation oncology

• Set vision and executed strategies to reshape inpatient sites of care for optimal financial performance, customer experience and community need

• Led development of strategic partnership with Penn Medicine, resulting in growth and improved access to world-class care for our community

• Led philanthropic efforts resulting in improved community awareness resulting in significant growth in revenue, donor base and overall engagement

• Led improved financial performance each year resulting in successive bond rating upgrades and results that consistently lead performance in NJ

• Led cultural transformation from acute based (volume) organization to population health and expanded ambulatory and wellness (value) focus

• Drove consistency in delivering customer experience through leadership re-organization and partnering from outside the industry with Ritz Carlton hotels. Recognized with Press Ganey Guardian of Excellence Award 2013, 2014, 2015

• Implemented culture of patient safety resulting in improved Leap Frog "A" scores for all three hospitals 2014,2015 and three Hospital of Distinction

• Led Board of Trustees retreats to educate on industry trends, innovative thinking and develop and drive Virtua's strategy

• Committed to professional development of team. Mentored multiple leaders across Virtua to develop executive skills resulting in promotions including, Chief Nursing Officer, Chief HR Officer, Chief Clinical Officer and other senior leaders

• Served as formal mentor three Health Management Academy GE Fellows • Collaborated with Chief Clinical Officer and physician leadership to launch Clinically Integrated

network. CIN presently includes 1500 providers including both employed and independent physicians

• Implemented new systems and structures across the organization to ensure consistent and timely communication to ensure consistency of message and engagement of leadership and employees

Vice President and Chief Operating Officer, Voorhees Hospital and Replacement Facility 2004 - 2012 $475 Million Net Revenue, 2,500 Employees, 30,000 Inpatient Admissions, 5,500 Births, 103,000 Outpatient Visits, 12,000 Surgeries, 80,000 Emergency Visits. Drove clinical and service excellence through efficient hospital operations, medical staff development and recruitment of outstanding leadership. Develop and implement creative strategies that result in improvements in customer and employee satisfaction, financial performance, community involvement and market presence. Simultaneously responsible for leading design of 700,000 square foot 400 bed replacement hospital.

• Led all aspects of the development of Greenfield replacement hospital while continuing to deliver operational results. Worked with state and local regulatory agencies, conducted national searches for consulting professionals, implemented evidence based design concepts, incorporated LEAN and Six Sigma techniques to ensure optimal efficiency, incorporated feedback from employees, community members, patients, and physicians, participated in project financing through bond offering, simultaneously developed "developer owned" Ambulatory Care facility. Led planning and development of one-day patient move resulting in safe move of 145 patients within four hours time. The $463 million project finished on schedule and with in budget.

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• Patient satisfaction scores consistently exceed 95th percentile nationally • Collaborated with independent medical staff to develop intensivist and hospitalists programs

resulting in measurable improvements in quality, patient safety and efficiency • Developed strategic partnership with Children's Hospital of Pennsylvania to expand capabilities

and community access to world-class pediatric care • Led development and governance of joint venture relationships with independent medical staff • Trained in Six Sigma and LEAN techniques for process improvement

Vice President and Chief Operating Officer, Berlin and Ambulatory Services 2001 - 2004 $165 Million Net Revenue, 1,500 Employees. Responsible for developing and implementing strategic and tactical plans for acute care hospital in Berlin, two long term care facilities, ambulatory surgery center, urban ambulatory center, home care services, rehabilitation services, occupational health and emergency medical services.

• Consistent improvement in all operational metrics including quality and patient safety, patient satisfaction, employee satisfaction and engagement, volume and revenue growth and expense efficiency.

• Provided successful leadership for labor relations campaign up to National Labor Relations Board election of 220 paramedics.

• Provided leadership for turnaround effort in Camden ambulatory facility resulting in dramatic improvement in patient satisfaction, employee satisfaction, operating revenue and profitability.

• Build entire hospital management team that improved employee morale and reduced overall vacancy rate from more than 20% down to less than 10%.

• Developed niche strategies linked to senior services and chronic disease management. o Developed and implemented a 20 bed ACE (Acute Care for Elders) unit o Developed comprehensive wound care center

• Implemented focused physician recruitment efforts, which results in 35% growth in surgical procedures from 2001 to 2002.

Assistant Vice President for Operations, MarltonNoorhees 1996- 2001

Director of Contract Services, Voorhees 1995 - 1996

Financial Analyst, Voorhees 1993 - 1995

Assistant to Executive Director, Voorhees 1992-1993

EDUCATION M. 8.A. Healthcare Administration, Saint Joseph's University B.S. Rutgers University School of Business

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COMMUNITY INV·OLVEMENT AND PROFESSIONAL RECOGNIT ION • Fellow (FACHE) of American College of Healthcare Executives • Summit Health Board of Trustees 2007-2009 • Samaritan Hospice Board of Trustees 2013-Present • March of Dimes WalkAmerica Chairman 2012 • Camden County Chamber of Commerce Member • New Jersey Business and Industry Association Member • Southern New Jersey Chamber of Commerce Member • New Jersey Hospital Association Board of Trustees

• Recipient of Regents Award as Early Career Healthcare Executive in 2003 • Recipient of NJ BIZ Magazine's "40 under forty" award in 2005 • Presenter at "Solucient National Conference" 2002 • Presenter at "Center for Healthcare Design National Conference" 2006 • Co-Author "Process-driven Design: Virtua Health Planning a Greenfield Campus", Healthcare

Design, June 2007 • Presenter at Society for Marketing Professional Services "Forum on Healthcare Trends" 2011 • Healthleaders "Poplulation Health Roundtable" 2012 • Healthcare Consumerism Session (Johnson & Johnson Panel) 2015 • Healthleaders Population Health Thought Leadership Advisor 2015 • Physician Leader Program Roundtable 2015 • Presenter at "Imploding the Healthcare Paradigm" 2016

3: -n ::c ,. m r-u, . ~ 0 -f N m z

JOSEPH J. GILENE, FACHE 10908 MEETING STREET

LOUISVILLE, KENTUCKY 40059 (704) 989-4815 Cell

gilenejoe@twc.com

SUMMARY OF QUALIFICATIONS

Performance driven CEO with extensive experience achieving a solid record of accomplishments in senior leadership, operational and financial performance. Demonstrated ability to improve financial results, clinical quality, and patient experience; to grow and expand clinical services; to build strong medical staff relationships, and to develop strategic direction for the medical center and system.

PROFESSIONAL EXPERIENCE

CATHOLIC HEALTH INITIATIVE/KENTUCKYONE HEALTH -Kentucky CHI is the nation's second-largest nonprofit health system operating in 23 states and comprising 103 hospitals and numerous other health focused entities generating operating revenue of $17 billion in 2016. 2013 - Present

CHI - UNIVERSITY OF LOUISVILLE HOSPITAL, JEWISH HOSPITAL and FRAZIER REHABILIATION HOSPITAL- Louisville, KY System CEO named me as Market President of the flagship Louisville Downtown campus, which is the tertiary and quaternary medical centers for Louisville and the region. Together these hospitals have 1000 beds and 60,000 adjusted admissions with 1,700 medical staff and 300 residents. 2014-Present

Market President Louisville The Louisville Market President is responsible for advancing the strategic vision for the downtown campus (Jewish Hospital, University of Louisville Hospital and Frazier Rehabilitation Hospital) with 5,400 employees and revenues of $974 million. This campus is the largest integrated medical centers for KentuckyOne and one of the largest for CHI. Market leader oversees the delivery with affiliate community hospitals (Saint Mary & Elizabeth Hospital, Our Lady of Peace Hospital and ambulatory sites) a system of hospitals to Louisville and the region.

Major Accomplishments • Commitment to excellence - Earned numerous hospital recognitions including U.S. News & World

Repott's recognition for Cardiology and Heart Surgery, Pulmonology, Orthopedics and Cancer. Numerous physicians recognized as Top Physicians in Louisville. Additional accreditations in several clinical specialties including such areas as heart, cancer, trauma and stroke.

• Quality - Improved core measures, PSI #90 and Value Based Purchasing scores by 20%. • Developed a performance improvement/LEAN process to improve processes and results.

• Patient Experience - Improved HealthStream scores by more than two-fold. • Growth - Led a growth strategy since arrival that has led to inpatient and other healthcare

services market share growth by more than 5% in a competitive market.

• System Integration - Integrated the hospitals to decrease expenses, consolidate leadership structure and improve efficiency and delivery. Aligned leadership, improved span of control and consistency across the System.

• Works collaboratively with the EVP of Medical Affairs, Dean of the Medical School and the Chairs of all University clinical services. Developed and continually refined our relationship to achieve results for both organizations.

• Financial - Improved Jewish Hospital's margin by $20 million and the University of Louisville Hospital's margin by $15 million over last fiscal year through growth, expense control and operational efficiency.

Joseph J. Gilene, FACHE Page 2 of 5

CHI - Saint Joseph Hospital - Lexington, KY SJH is a tertiary hospital with extensive focus in cardiac, neurosurgery and orthopedics and has 500 beds and 28,000 adjusted admissions with 700 medical staff. 2013-2014

President The President has the responsibility for all hospital operations, medical staff and performance standards for quality, satisfaction and financial results. In addition to these duties, worked to improve financial performance, productivity/efficiency and to grow market share.

Major Accomplishments • Commitment to excellence - Major refocus of leadership and service lines directed at key

performance areas. Recognized for outstanding cardiac care in the region.

• Quality - Together with the medical staff, improved core measures through development of action plans and increased monitoring. Engaged nursing to play an increasing role in improvement.

• Patient Experience - Restructured leadership accountability and training to achieve a 20% improvement.

• Growth - Improved patient volumes in key service lines by 4%. Developed service lines to focus on growth, service and quality.

• Financial - Achieved 15% improvement in margin through growth, expense control and operational efficiency.

QUORUM HEALTH RESOURCES - Brentwood, TN (Charlotte, NC Regional Office) QHR is the nation's largest hospital management organization and manages over 145 hospitals and health systems across the nation. These contracts are structured similarly to Joint Operating Agreements between the hospital and QHR. 2009 - 2013

Regional Vice President The RVP had the responsibility as the senior regional executive (role equivalent to Regional President) for twelve not-for-profit hospitals (1,500 acute care and 200 nursing home beds) in a three-state (North · Carolina, South carolina and Virginia) region. The RVP oversaw all aspects of hospital's strategic plans, business plans, budget, financial and operational performance and quality and patient satisfaction measures. This position was responsible to each hospital's Board of Directors. The CEOs at each of the hospitals reported directly to the RVP. Net patient revenues for these twelve hospitals totaled $900 million.

Major Accomplishments • Achieved improvement in overall EBIDA each year through the institution of financial improvement

plans to increase revenues, decrease expenses and grow patient volumes. Utilized for-profit accountability processes to improve hospital results at not-for-profit hospitals.

• Improved patient satisfaction and core measures scores from fair performance to the actual 90th + percentile through intense monitoring, education and implementation of improvement plans.

• Developed strong Board relationships and achieved excellent ratings for Quorum's leadership of the hospitals.

• Both the Region and the RVP received high compliments from Board members for improved hospital performance and for hospital turnaround efforts.

Joseph J. Gilene, FACHE Page 3 of 5

ROBERT WOOD JOHNSON UNIVERSITY HOSPITAL- New Brunswick, NJ RWJUH is a leading 600 bed academic teaching medical center with 350 residents and over 1,300 medical staff and revenues of $800 million. It is the flagship hospital of the Robert Wood Johnson Health System with 5 hospitals. 2007 - 2009

Chief Administrative Officer The CAO had the responsibility for hospital operations, medical staff and performance standards for quality, satisfaction and financial results for one of the hospitals in the System. In addition to these duties, improved System financial performance, productivity/efficiency and grew market share.

Major Accomplishments • Developed an overall strategic plan for operations, staffing, operating/capital funding, medical staff

recruitment and development for the hospital. All critical dates and deadlines were achieved for each goal. • Increased volumes by 12% through enhancing physician relationships, improving marketing efforts

and building a more physician friendly accessible hospital. Achieved a market share improvement of 5 percentage points in the first year. Increased regional transports by 40%.

• Gained physician participation in clinical improvement activities to achieve the goal of clinical excellence. This improved the clinical performance indicators for the hospital's quality dashboard.

• Successfully worked with key physician leaders to develop better alignment with the University, Robert Wood Johnson medical staff, clinical program operations and new clinical services.

• Achieved consistent 90th percentile scoring on patient satisfaction and won an award from Press Ganey for this top rating.

HEALTHCARE ADVISORY SERVICES - Charlotte, NC Principal This position performed engagements for academic and non-academic medical centers and physician group practices, which focused on healthcare planning, analyzing business opportunities and improving financial and operational performance. Consultation entailed providing general operational advice, counsel and services to organizations within the healthcare industry. 2006 - 2007

Major Accomplishments • Assisted hospitals in identifying and implementing productivity tools for monitoring resource

utilization through dashboards and benchmarking resulting to marked improvement in operations.

• Worked with hospitals to develop strategic direction for program development, competitive analysis and manpower utilization.

• Reviewed financial and operational results, developed plans to improve performance and oversaw the implementation of new plans to control costs, grow revenue and closely monitor each component.

CAROLINAS HEATLHCARE SYSTEM/CAROLINAS MEDICAL CENTER - Charlotte, NC A 900 bed academic teaching medical center with 210 residents, multiple outpatient sites, a large research center, 5,500 employees and net revenues of $1.2 billion. It is the flagship hospital of the carolinas Healthcare System, one of the largest publicly owned systems in the nation with 7,400 beds both owned and operated (JOA) hospitals across two states and net revenues of $6.5 billion.

2004 -2006 Administrator The Administrator had the responsibility for operations and oversight of medical center services on a service line management approach at the Carolinas Medical Center.

Joseph J. Gilene, FACHE Page 4 of 5

Major Accomplishments • Developed an overall strategic plan for operations, staffing, operating/capital funding, medical staff

recruitment and development of clinical departments and research activities. All critical dates and deadlines were achieved for each goal.

• Interior and exterior planning and began construction of the new patient care tower adding 300,000 square feet to the campus. Project remained on budget and on the established timetable for the project.

• Increased volumes by 6% through enhancing physician relationships, improving marketing efforts and building a more physician friendly accessible hospital. Achieved a $4 million improvement in operating margin in the first year and an additional $3 million in the second year.

• Gained physician participation in clinical improvement activities to achieve the goal of clinical excellence. This achieved consistent improvement of clinical indicators through clinical guidelines and order sets with a compliance rate of 80%.

• Achieved consistent 90th percentile scoring on patient satisfaction and won the PRC 5-Star Award achieved by only the top 10% of healthcare organizations. CMC utilizes Studer Group extensively.

SACRED HEART MEDICAL CENTER, Spokane, WA SHMC is a 650 bed academic teaching medical center with numerous centers of excellence ( cardiac, stroke, orthopedic, trauma1 organ transplant and psychiatric care), 100 residents and research programs. It is the flagship hospital of Providence Health Care System and the second largest medical center in the Northwest. 2002 - 2004

Executive Director and Chief Operating Officer The Executive Director/COO was responsible for the oversight of medical center services as part of the senior leadership team at Sacred Heart Medical Center.

Major Accomplishments • Improved patient volumes, utilization and financial results by 10%, consistently exceeded operational

and financial targets each year and increased market share 5%. • Successfully managed construction project, which added 120,000 square feet to the hospital. Project

was completed on budget and on the established timetable.

• Recruited 25 new physicians to provide services at the medical center and in the community. Impact from these physicians totaled over $10 million in hospital revenue per year.

• Successfully implemented a major initiative to improve patient satisfaction through training and patient centered care across the medical center. This achieved a 90 percentile for patient satisfaction scores.

CINCINNATI CHILDREN'S HOSPITAL MEDICAL CENTER, Cincinnati, OH CCHMC is a medical center with a national reputation in clinical care, teaching and research. It is ranked in the top 10 in pediatric hospitals across the country. The Medical Center is financially and operationally strong, with over $650 million in operating revenue, 400 beds, 400,000 outpatient-visits, 9 satellite locations and 6,000 employees, including 350 employed physicians. 1985 - 2002

Vice President, Children's Hospital Medical Center and Senior Administrative Officer, Tri State Child Health Services 1998 - 2002

This role was Chief Executive of the Hospital's Integrated Delivery Organization, which included two hospitals and 550 physicians (both sub-specialists and primary care physicians), Chief Executive of the Management Service Organization serving 65 primary care physicians and a Senior Leader in the medical center. This position had a hospital leadership role in clinical operations, managed care, utilization management, physician relations and business development including joint ventures and alliances.

Joseph J. Gilene, FACHE Page 5 of 5

Major Accomplishments • The hospital achieved a market share of 84% and an operating revenue growth of over 10% during a

5-year period through strengthening payor relationships, building strong referral patterns and creating a more accessible network of pediatric specialists.

• Negotiated 24 PHO relationships capturing 185,000 commercial lives. Planned and implemented numerous joint ventures and practice acquisitions. Each having a positive financial impact.

• Developed strategies to direct business and contracting efforts to expand patient volumes; developed tertiary relationships for the medical center.

Other Positions Held: Director, Managed Care, Patient Finance Operations and Patient Access Internal Auditor

GRANT THORNTON (formerly Alexander Grant and Company) Grant Thornton is a large public accounting firm in Cincinnati, Ohio. Senior Auditor/Consultant

EDUCATIONAL AND PROFESSIONAL CERTIFICATION

Master, Business Administration - University of Cincinnati - Cincinnati, OH Major Field: Management

Bachelor, Business Administration - University of Cincinnati - Cincinnati, OH Cum Laude Major Field: Accounting

Certified Public Accountant

1987-1998 1985-1987

1979- 1985

Fellow of the American College of Healthcare Executives (FACHE), Board Certified in Healthcare Management and past ACHE Regent's Advisory Council Member

Fellow of the Healthcare Financial Management Association (HFMA)

Peter F. Bastone, MPH/CORP MGE, MCHM

27665 Chapala I Mission Viejo, California 92692 I 949-922-9341 I PeterBastone@yahoo.com

r· - --· ,, ___ - --·----··---------- ·-·-·- - ------·-- ---------------·-·---·-···- ·--- - - - - ------ - .. ----·-----------, i i Chief Executive Officer ! I I Acute Care Hospitals I For Profit & Non-Profit Systems I Faith-Based Organizations & Hospital Authorities

I ! Transformational leadership that accelerates profitability and operational performance for 25 + years

I

I I

l Innovative, future-focused leader who transforms health systems into nationally recognized medical centers. ; ; I

l Delivered $200M in total financial turnarounds across career, while energizing and rejuvenating spirit of i : : : organizations through robust employee engagement. Proficient in growing philanthropic support, creating strong :

' physician partnerships to drive clinical integration and collaborating with key stakeholders to achieve business /

goa~. 1 - - ·· ·-··-· ···-·····-·· ----·--· ----·----- -·-····---· -- .. - --·--·-··--------- ····--- ·--·--··-------·--······------------···-----·I

LEADERSHIP HISTORY & ACCOMPLISHMENTS

IVY HEALTHCARE INNOVATIONS & ANALYTICS (IHIA)-Mission Viejo, California

Present

An independent healthcare consulting firm.

Founder & Principal

2016-

Leverage executive leadership capabilities to deliver best-practice intelligence, analytic training and decision­

making tools to clinicians and administrative teams at diverse healthcare organizations. Select client engagements:

• Avanti Hospitals, Inc.: Formulated operational assessment and business development strategies for

organization that treats at-risk population in East Los Angeles. Additionally, provided initial operations

performance review of Howard University Medical Center in Washington, D.C.

• Paladin Healthcare Capital: Provided assessment support to development of target hospital profiles and

meet proprietary acquisition strategy focused on institutional performance, urban center location,

competitive position in market and service orientation, among other factors.

• Progressive Healthcare Centers: Engaged to provide administrative and operational support for hospital

system with six skilled nursing facilities. Currently developing, investing and operationalizing a continuum

of care on its campuses, which include independent living, assisted living and skilled nursing.

CHESAPEAKE REGIONAL HEALTHCARE (CRH)-Chesapeake, Virginia

2013-2016

A health system serving the Hampton Roads areas o f Virginia, including a 362-bed hospital,- two freestanding surgery centers; two

outpatient diagnostics centers; cancer, breast and fitness/lifestyle centers; a homecare and hospice company; two sleep labs; a 27-

provtder specialty medical group; and several joint ventures.

President & Chief Executive Officer

Recruited to turn around struggling health system, including a joint-ventured Critical Access Hospital (24 beds)

between CRH and Vidant Health on the Outer Banks of North Carolina. Held oversight for Impact Health, an

Peter F. Bastone, MPH/CORP MGE, MCHM I 949-922-9341 2

ACO/CIN joint venture between CRH/Chesapeake Hospital Authority and Bayview Medical Group (400 physicians)

to provide clinical support and MSO services for clinical integration. Directed eight VPs.

• Orchestrated a 479% turnaround in operating income, moving CRH from a $29M loss to a $6.SM gain

between 2014 and 2015; decreased bad debt from 10.7% to 5.1%; and reduced A/R from 107 to 47 days.

• Envisioned and developed a business model and organizational structure for Impact Health to drive patient

care, payment transformation and key components of a successful ACO and clinically integrated network.

• Devised and implemented strategic and business operations plans to position CRH for future growth.

Forged strong relationships with the Board, staff and key stakeholders; ensured financial viability and

sustainability through growth and diversification of service lines, as well as vigilante fiscal management.

• Created and implemented comprehensive, multi-pronged strategic plan focused on expanding primary care

network to prepare for population health management; forging strategic partnerships to achieve cost

reduction, geographic expansion and improved managed care contracts; and leveraging shared services.

Combined effort contributed $20M in net revenue growth, supporting turnaround.

• Designed and launched strategic branding/marketing plan within six months of hire, including website

enhancements, digital marketing and broad-based media outreach, to elevate CRH's visibility and

differentiate it in a highly competitive marketplace.

• Established performance analytics department that helped to reduce Medicare LOS from 5.4% to 4.8% and

Medicare total cost per case 5.3% ($10,765 to $10,000) through performance-based clinica l metrics,

evidence-based medicine protocols and closed intensivist ICU and hospitalist program.

CHA HEALTH SYSTEMS~reater Los Angeles Area & South Korea

2012-2013

A privately held health system, with eight acute care hospitals in Korea and one American hospital

Chief Administrative Officer

Led US operations and strategy for health system, including oversight for Hollywood Presbyterian Hospital (464

beds). Charged with advancing corporate vision to build international network of clinics and research institutes

to promote bio-medicine and bio-ventures. Managed 12 direct reports.

• Led startup funding of $30M and served as President of Intellectual Property Development

Company/lNTELLOP for CHA/USA. Directed sourcing, selection and IP assessment of biotech opportunities

in stem cell lines, prosthesis and procedures for development and FDA approval.

• Formulated and introduced a new strategy for CHA Fertility Center and clinical data reporting, including:

o Standardized all data published by CDC/SART. o Published all statistics on success rates as compared to other centers and national average. o Redesigned website for the Korean, Japanese and American patient populations. o Developed an ovum bank facility and negotiated acquisition of major cryo bank facility.

• Supported regenerative medicine GMP facility for stem cell research, as well as phase 11/111 studies .

Peter F. Bastone, MPH/CORP MGE, MCHM I 949-922-9341 3

• Structured and negotiated a platform to advance stem cell therapy for heart failure through phase 11/111

trials on three continents simultaneously-Mayo Clinic, Cardio 3 Belgium and CHA Health System.

• Forged through relationship with NFL and its players' union to provide care for the league's West Coast

alumni monitoring, cognitive therapies, genetic testing, physical therapy and nutrition counseling.

ST. JOSEPH HEALTH-Orange, California

1996-2011

President & Chief Executive Officer

Mission Hospital Regional Medical Center-Mission Viejo, California

Mission Hospital Laguna Beach-Laguna Beach, California

Hired to set and execute an aggressive growth strategy for major tertiary medical and trauma center, comprised

of two campuses (552 total beds), 800 physicians, 3,000 FTES and $?SOM in annual net patient revenue, as well

as a separately licensed SO-bed children's hospital under a shared service agreement. Directed eight-member

executive team. Managed $S00M annual operating budget.

• Achieved $77M (17%) operating EBIDA and 157 days-cash-on -hand in 2010, up from $0.

• Spearheaded philanthropic efforts that drove contributions to

$2S0M+ over 15 years and exceeded fundraising targets for two

capital campaigns by $26M. Launched third capital campaign in

2011, raising $6.8M of the $8M target in first four months with

a cumulative goal of $S00M targeted for 2020.

• Overhauled scope of services offered at Laguna Beach campus,

which included expanding behavioral health and chemical

dependency treatment, increasing surgical schedule and

expanding emergency services. Renegotiated payer contractors,

improving revenue 12% and patient volume 11 %.

• Opened $162M, 94,0O0-square-foot, four-story patient care

tower that was featured on WorldArchitectureNews.com as one

of the nation's most advanced diagnostic facilities. Coverage

focused on patient-centered design, superior seismic

performance, 45-seat chapel, healing garden, linear accelerator

and future Cyberknife.

t WARDS I RECOGNITION i Recognized by American College

of Surgeons as one of the nation's

top community-based trauma

centers

••• Featured in Modern Healthcare for

ranking fourth nationally by CMA

for clinical outcomes for CABGs

based on quality, LOS and cost.

••• Two-time winner of The Joint

Commission's "Codman Award,"

• Piloted the startup of medical foundation group with four family practice physicians. Completed

construction of nearly 7,000-square-feet of office space on the first floor of a medical plaza for Mission

Heritage Medical Group, with on-time grand opening in August 2010.

• Created mission and mentoring program that promoted values of sister facility and spiritual formation in

the hospital leadership. Program was subsequently adopted at 15 hospitals across system.

Peter F. Bastone, MPH/CORP MGE, MCHM I 949-922-9341 4 ----···· ···- -- ------·· -·- -·· --------- ·------------·-· ··-- ----------- ----------------·------·-------·

• Secured a $SOOK annual endowment (totaling $6M) from a recovered patient's family to provide training

at trauma centers nationwide on new traumatic brain injury protocols that have reduced mortality and

morbidity by 80%. Program expanded to train medical personnel at military facilities in Afghanistan and

Iraq.

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Designed co-management agreements for professional and clinical management of at-risk patient

populations in cardiology, maternal-child health and orthopedics.

Boosted employee involvement in performance initiatives with 180+ participating in at least one RIE .

Certified the system's first two Six Sigma Black Belts and 1 S Six Sigma Green Belts.

Conceived and guided startup of a Mission Innovation Institute that leveraged relationships with 15 biotech

firms and facilitated introduction of research-based findings into delivery of neurology, neurospine and

trauma services, as well as pharmaceutical trials. Generated $SM in net income while accelerating time from

bench to bedside.

• Established an orthopedic residency program with six medical residents annually from University of

California Irvine School of Medicine to support a mission of medical education, faculty development and

recruitment of specialty physicians to support the sole trauma center in the region.

• Introduced patient monitoring solution that provided OBs with real -time health data on their smart phones,

including fetal heart racing and maternal contractions, to improve decision-making and patient care.

Hospital was the first facility in Orange County to adopt this technology.

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Invested $SM in philanthropic funds to launch a robotic institute, featuring lead ing surgical robots such as

DaVinci, Mako, lnTouch and OctoCardio. Each device reduced LOS by one, two and three days respectively

by specialty.

Engaged 200+ volunteers to participate in "No One Dies Alone" outreach program, which provided 600

hours at the bedsides of 33 terminal patients.

Conceived, developed and maintained separately licensed children's hospital in unique shared service

agreement with Children's Hospital of Orange County. Hospital was located within a licensed adu lt reg ional

medical center, with SO pediatric med/surg beds, 15-bed PICU, 30-bed Level II NICU, Level II Pediatric

Trauma Receiving Center and 1 S-bay Kids Doc Urgent Care. All services, ancilla ries and staff provided by

Mission Hospital, except for pediatric floor nurses.

o Grew pediatric services 5% annually on average, while margin of profitability held at 7% for 15 years.

CARONDELET HEALTH-St. Louis, Missouri

1991-1996

President & Chief Executive Officer

Daniel Freeman Memorial Hospital-Inglewood, California

Daniel Freeman Marina-Marina Del Rey, California

Revitalized regional market troubled by shortcomings in revenue cycle management, operational inefficiency and

lack of strategic planning. Provided executive leadership for two acute care hospitals (606 beds), home health

Peter F. Bastone, MPH/CORP MGE, MCHM / 949-922-9341 5 - ------- ···--·--------·-- -------------------------------------------- -------------------- ----------·---

agency, 100-bed skilled nursing facility, durable medical equipment company and paramedic training school, with

$250M in combined net annual revenue. Directed team of eight senior leaders.

• Orchestrated $40M financial and operational turnaround within 14 months. Implemented reduction in force,

with focus on early retirement and reconfiguration of middle management; eliminated under-performing

service lines, including a trauma center; and addressed inefficiencies in revenue cycle management and

managed care contract administration.

• Ranked 25 th nationally by Modern Healthcare for clinical outcomes and cost efficiency for the treatment

of CABGs for similar-size hospitals.

• Directed emergency preparedness and response for three major disasters, including civil unrest in Los

Angeles in 1992, the 1994 Northridge earthquake and the 1994 Malibu/Laguna fires. Served in leadership

roles with EMS and healthcare organizations that represented hospitals throughout California. Spoke on

disaster preparedness at international conferences.

• Initiated family practice residency program with UCLA and Charles Drew University. Opened free clinic for

at-risk and under-insured patients, utilizing the family practice residents and reducing use of Emergency

Department for primary care by 50%.

• Developed a breast cancer screening program for women of color, increasing early detection and improving

clinical outcomes due to earlier onset than other ethnic groups.

INTERIM CONTRACT LEADERSHIP POSITIONS

IVY HEALTHCARE INNOVATIONS & ANLYTICS-Mission Viejo, California

2011-2012

Founder & Principal

Provided interim executive leadership to two healthcare organizations.

• Interim Chief Executive Officer I DISC Sports and Spine Institutes-Los Angeles, California 2012

Maintained 6% margin; 95th percentile staffing performance to guidelines; 110% total cost efficiency

per procedure; 98th percentile patient satisfaction; 99th percentile employee engagement; and 0%

infection rate.

• Strategic Operations/Project Management I Tenet Health System-Dallas, Texas 2011-

2012 Developed medical foundation model for

California region. Serving as Interim CEO of Doctors Medical Center in Modesto, California, maintained

projected financia l and operational targets at 6% margin until new CEO was hired.

EARLY CAREER

National Medical Enterprises, lnc.-Santa Monica, California

CEO I Doctors Hospital Montcla ir / Ontario Community Hospital- Montclair and Ontario, California

Administrator & COO I Century City Hospital-Century City, California

Peter F. Bastone, MPH/CORP MGE, MCHM I 949-922-9341 ------------- ·---···-----------------·-·-··-···--------------------·- ---------American Medical International (AMl)-Beverly Hills, California

Regional Finance / Medical Operations Consultant-Sierra Pacific Region/Western Division

Acting CEO, Rancho Encino Hospital

Associate Administrator / COO, Rancho Encino Hospital

Assistant Administrator, Rancho Encino Hospital

Management Associate, AMI Corporate Headquarters

o Olympic Polyclinic Executive Director, LA Olympic Organizing Committee, Olympic Health Services/AMI

Samuel Merritt Hospital-Oakland, California

Planning Analyst/ Administrative Resident

EDUCATION & PROFESSIONAL AFFILIATIONS

Harvard Business School - Cambridge, Massachusetts Certification in Healthcare/Business Innovation

Aquinas Institute of Theology-St. Louis, Missouri

Master of Science, Theology & Healthcare Mission

University of California, Berkeley, HASS School of Business-Berkeley, California

Master of Science, Public Health/Corporate Management

Princeton University-Princeton, New Jersey

Bachelor of Arts, Psychology, with Honors

Recipient of Charles Caldwell Post Graduate Fellowship

American College of Healthcare Executives I Member

National Health Foundation I Fellow

National Committee for Quality Healthcare I Fellow

SELECT AWARDS

• Health Stream "Excellence Through Insight Award-Patient & Employee Satisfaction" I 2016

• Orange County Metro "Hot 25" Honoree (Hospital Category) I 2011- 2015

• Building Investors of America, "Leadership Award for Addressing Affordable Housing" I 2014 I

• Society for Advancement's "Manager of the Year" I 2014

• Ethics in America "Achi evement Award"/ 2013

• Boy Scouts "Man of Character Award" I 2012

• J. Serra High School, "Tim McGraw Philanthropy Award" I 2012

• South Orange County Chambers of Commerce "Ethics Award" I 2011

• American Heart Association, "Friend With Heart/Top Volunteer Director" I 2010

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Peter F. Bastone, MPH/CORP MGE, MCHM I 949-922-9341 7 ----------·---- ---·- --·------···---- ----·--··· ---··--·-··---- -------------

SELECT COMMUNITY INVOLVEMENT

• Princeton University

o President, Class of 1980 o Princeton Club of Southern California, President Emeritus & Chairman of 250th Celebration o Princeton Football Association, Vice President o National Schools Committee, Member

• St. Louis University School of Public Health I National Advisory Board Member

• American Hospital Association I Member

• Alliance of Catholic Healthcare I Former Chair and Executive Committee Member

• Hospital Association of Southern California (HASC) I Former Board Member

• Mission San Juan Capistrano Mission Preservation Foundation I Board Member

• Camino Community Health Center I Board Member

• J. Serra High School Board of Trustees I Member

• Women's Choice Award I Healthcare Advisory Board Member

• Chesapeake Rotary I Former Member

• Hampton Road Chamber of Commerce I Former Trustee

• YMCA of South Hampton Roads I Former Board Member

• Chesapeake Care Clinic I Former Board Member

• Outer Banks Hospital I Former Board Member

STEVE ALTMILLER (C) 903-261-1216 I altmiller@gmail.com

CAREER SUMMARY

Proven Healthcare Executive successful in development of Employee, Medical Staff and Board Relations. A development focused philosophy realizing customers include Physicians, Patients, Employees, Community, Industry and Third Party Payors. Comprehensive operational management experience including Finance, Marketing, and Clinical Operations. Advocate for development ofleaders and staff and succession planning programs. Management by high visibility and open door policy.

• Non-Profit and For-Profit • Strategic Leadership

• Employee Engagement • Hospital and System

Leadership Experience

PROFESSIONAL EXPERIENCE

• Leadership Development • Succession Planning

GOOD SHEPHERD HEALTH SYSTEM, Longview, TX 2013 - 2017 Good Shepherd Health System, a non-profit health system, consists of two acute care hospitals (425 and 149 beds), a multi-specialty group practice of over 140 providers and three joint ventures (ASC, Home Health Agency and Ground Ambulance). Total net revenue over $300M and FTE's, excluding the joint ventures and physicians, over 2,800.

President/Chief Executive Officer Responsible for all of the GSHS operating entities. Reported to the System Board of Directors and served on all operating boards.

• Educated GSHS Board of Directors on financial position of Health System status of bond covenants and strategy for pursuing financial turnaround.

• Created core organizational initiatives around leadership development, strategic planning, physician engagement and employee communications.

• Expanded physician leadership and participation in a multispecialty group practice of 140 providers and within the GSHS Board leadership.

• Negotiated restructuring of debt with JP Morgan and Wells Fargo resulting in a two-year bridge loan of $88M.

• Improved community, physician and political relationships in East Texas resulting in key legislation allowing IGT access and funding of over $6M annually.

• Served on the Board of the Texas Care Alliance, an organization focused on ACO and Population Health system and network development

• Led GSHS Board of Directors in a strategic planning process throughout FY2015 resulting in a decision to seek an affiliation partner. Christus Health successfully acquired GSHS February 1, 2017.

North Mississippi Health System NORTH MISSISSIPPI MEDICAL CENTER, Tupelo, MS 2009 - 2013 North Mississippi Medical Center a non-profit 650-bed facility with approximately $629M in net revenues and 3,991 FTEs. The Flagship hospital included a 107-bed nursing home; HHA/hospice; four joint ventures; a Level II trauma center; and a family medicine residency program.

President Reported to NMMC Board of Directors and to NMHS President. Member of NMHS Leadership team including System President, Chief Financial Officer, Chief Medical Officer, VP of Community Hospitals and VP of Clinics. Responsible for NMMC Hospital and related entities.

Steve AltmilJer Page2

• Developed and implemented Cardiology Service Line co-management agreement which received OIG approval.

• Enhanced Ideas for Excellence and Scorecard process to improve employee engagement and innovation.

• Implemented physician section level strategic planning by service line • Coordinated joint effort to redirect low acuity patients from EDs to Urgent Care Centers. • Focused on system delivery of care between clinics, community hospitals and NMMC resulting in

improved flow of services, referrals and continuum of care within the system • Achieved consistently high performance levels in Patient Satisfaction, Employee Engagement and

Physician Satisfaction. • Successful EHR conversion and implementation. Established physician led subgroups to encourage

learning, enhancement and adoption of the Sunrise Clinical Manager EHR • Positive first year results in CMS Value Based Purchasing in excess of $SOOK. • Recipient of Malcolm Baldrige National Quality Award 2012.

SAN JUAN REGIONAL MEDICAL CENTER, Farmington, NM 1999- 2009 A non-profit 240-bed facility with an 18-bed rehabilitation hospital, a Level 3 trauma center and one joint venture.

President/Chief Executive Officer Reported to the SJRMC Board of Directors and was responsible for strategic planning, operations and community relations

• Improved total margins from 4% in 1999 to 6% in 2009. • Maintained Moody's credit rating of A3 and Fitch's of A-. • Increased asset capitalization from $102M in 1999 to over $210M. • Improved community support of hospital as evidenced by the passing of public tax referendum for

1/8% gross receipts tax to fund $33M of $SOM expansion project. • MSA Physician Satisfaction Survey results show 17 of 23 areas with scores above the national norm. • Increased physician participation in medical staff leadership by instituting a Physician Incentive Plan. • Instituted organization balanced scorecard reporting to Board of Directors and Medical Executive

Committee. • Instituted management development and training programs utilizing San Juan College courses and

Systems Thinking training from Society of Learning Organizations Network, resulting in employee rating of managers and supervisors in MSA employee opinion survey highest of last three biannual surveys.

• Established "Mission to Vision - The San Juan Way'' to standardize management approach, messaging and focus for the organization.

TENET HEALTH CARE/AMERICAN MEDICAL INTERNATIONAL 1981-1999 A for-profit healthcare services company with a comprehensive network that extends the US from coast to coast. Served in various roles and locations from 1981 through 1999.

BAYOU CITY MEDICAL CENTER, Houston, TX, 1995 - 1999 526 beds combined, two campus facility- Twelve Oaks Hospital (336 beds) and Sharpstown General Hospital (190 beds). Chief Executive Officer • Consolidated governing boards, medical staffs, and employees of Twelve Oaks and Sharpstown to

form Bayou City Medical Center.

Steve Altmiller Page 3

• Consolidated clinical services and support services while improving net revenues and reducing operating expenses.

• Expanded Women and Children's Health Clinic (free prenatal and pregnancy testing clinic serving indigent patients).

PARK PLACE HOSPITAL (222 beds) & MID JEFFERSON HOSPITAL (120 beds), Port Arthur, TX, 1992 -1995 Senior Vice President/Chief Operating Officer

WEST ALABAMA GENERAL HOSPITAL (156 beds) Northport, AL, 1988 -1992

Vice President, Operations and Finance

EAST COOPER COMMUNITY HOSPITAL (100 beds) Mt. Pleasant, SC, 1986-1988 Chief Financial Officer

AMERICAN MEDICAL INTERNATIONAL, Atlanta, GA, 1981-1986 Reimbursement Specialist/Supervisor

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ARTHUR ANDERSEN AND COMPANY, Atlanta, GA Auditor

EDUCATION /CERTIFICATION

1979-1981

Master of Business Administration, University of Alabama, Tuscaloosa, AL, 1992

Bachelor of Science in Business Administration, The Ohio State University, Columbus, OH, 1979 cum laude

Certified Public Accountant, State of Georgia

PROFESSIONAL AFFILIATIONS

Member, American College of Healthcare Executives (ACHE)

Member, American Institute of Certified Public Accountants (AICPA)

COMMUNITY ACTIVITY

Member, Greggton Longview Rotary Club

Member, Longview Economic Development Corporation, 2015