Quality Assurance Manager
Resume:
Gary W. Anderson
***** **** *** ******, ****** Texas 78738
512-***-**** home 512-***-**** cell
abn0gc@r.postjobfree.com
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Objective
To help lead a senior care/senior housing organization/division/region to excellence through
strategic planning, strong fiscal management, effective resident and board relations, and
continuing development and education of staff.
Summary
A highly ambitious and optimistic senior-level operations professional offering 20+ years of
unique management experience in both not for profit and for profit senior living communities.
Demonstrated and proven experience in the operational oversight, and the ongoing “hands
on” day-to-day management of continuing care campuses, full service senior living
communities, assisted living facilities and skilled nursing facilities. Extremely strong in budget
development and cost controls having managed multiple-site regions with revenues in excess
of $85M annually; developed policies and procedures, planned and executed the “turn-
around” of numerous distressed properties and have developed the effective use of customer
service training to increase marketability and customer satisfaction. Have personally opened
or assisted with the opening of at least 3 large CCRC’s, 10 independent living communities
and 150 free-standing assisted living communities. I’m a proven team builder and leader.
Key areas of Emphasis and Expertise
Budget Preparation Staff Leadership Training TQM Training
Quality Assurance Product Branding Sales and Marketing
Operational Start-ups Cause-Effect Solving Results Oriented
Multi-facility Management Fluent in Spanish Strategic Planning
Organizational Development Manager/Motivator P&L Management
Cost Control Programs Profitability/Occupancy Improvement
I can effectively help your organization with the following:
Bring about immediate positive results in occupancy and financial results
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Build a team of strong and loyal employees – mentor key managers and be visible to all
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Share my years of experience in decision making, policy development and quality
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operations.
Analyze and effectively turn around troubled or distressed communities.
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Bring a sense of excitement and enthusiasm to the field staff
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Work in concert with key staff to bring about an effective and viable long range plan
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Work with key local Advisory Board members, key Resident Council Members, key Board
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members to provide training, orientation, improved communication and direction.
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Work extensively with external relations to teach importance of relationship building,
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personal connections for referral sources and serving when possible on industry
membership groups.
• Have successfully managed new construction and extensive renovation projects, opening
numerous communities. Have been involved in all aspects of the design, preparation of the
financial feasibility studies, licensing and permitting, hiring of initial staff, training of staff
and physically opening the community.
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Professional Experience:
Chief Operating Officer & EVP: Sears Methodist Retirement System – Austin, Texas, June 2011
– present
Responsible for reporting to the President/CEO, I have direct responsibility for four senior
vice presidents, seven vice presidents and 11 (1728 units) communities (5 CCRC’s, 4 free-
standing skilled facilities and 2 low income housing projects). Simplistically the CEO has
responsibility for external matters with the EVP having control over internal operations.
Primary duties include: ensuring the financial success of the organization; driving success in
each of the 11 communities by establishing annual quantifiable goals; re-positioning various
communities for the future; getting the right people in the right positions; enhancing unity;
ensuring that decisions are made in a timely way; continuously improving quality of all
operations and services; ensuring compliance with all regulations; laying the foundation for
future expansion and working with the Board of Directors on all operational issues. Total
annual revenues of approximately $90M with approximately $61M in expenses.
Highlights
Have improved overall occupancy from 1434 of 1696 capacity (82%) in June 2011 to 1588
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of 1728 units or 91.9% in 18 months
Averaged net gain in occupancy of 2.64 per week
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Implemented 100 Hours 100 Days in all campuses to ensure smooth transition into
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community life
Established the Sears Methodist University – an in-house training program for new
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Executive Directors and key managers
Converted, renovated and opened three converted skilled wings into all private, upscale
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nursing suites to maintain marketability
Established a system of spend down forms and key metric reports to help in budget
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management
Saw excellent annual healthcare surveys in 2012 with nominal paper compliance
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deficiencies
Worked regularly with Board on reporting functions
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Finalized functional manuals for memory care
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Established new system of charging billing/market rates for existing and new residents
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Established system of closely monitoring payroll reports and reducing use of agency and
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overtime
Developed system of training on values and mission of the organization
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Developed operational priorities and objectives for FY 2013
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Regional Director of Operations: Century Park Associates – Chattanooga, TN
January 2009 – June 2011 (left to assume position with Sears Methodist)
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Responsible for nine IL/AL communities (1015 units) located in eight different states. I report
directly to the President/CEO. Seven of the communities are stable, operating at 94+%
occupancy, while two are in lease up and progressing on schedule. Excellent AL surveys, high
resident satisfaction scores, very stable group of General Managers. Assist the CEO/President
with acquisition work, due diligence and quality assurance oversight.
I was responsible for the oversight of nine (9) nine large full-service communities (IL and AL
communities in Tennessee, Pennsylvania, Rhode Island, Indiana, Ohio and Nebraska.
Approximately 1000 total units; $81M in revenue, $53M in expenses and $20M in contribution
margin.
Highlights
Seven of nine communities operating at 96+% occupancy
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Excellent assisted living annual surveys
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Excellent resident satisfaction surveys and highest in Company associate scores
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Low turnover in key positions – very stable group of leaders/managers
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Rolled out new move-in process to ensure more satisfied customers
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Initiated the “re-inventing” of two communities offering living options in response to a
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changing and challenged market.
Oversaw the renovation of two large campuses, both involving both exterior and interior
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renovations.
Regional VP of Operations: Brookdale Senior Living – (American Retirement Corporation),
Brentwood, Tennessee 37027
October 2004 – February 2009 (position eliminated due to downsizing)
Brookdale Senior Living, the largest operator of senior living communities, operates
approximately 445 communities located in forty states. The Company was divided into five
key regions, with full operational and budget responsibility for that region. The Company
offers full service CCRC models with both non-refundable and refundable entrance fees, free-
standing IL properties, free-standing assisted living properties and skilled nursing facilities as
a part of the full service campus. In addition, the Company offers Innovative Senior Care, a
support to the communities with certified therapy services and home health care.
Initially I served as the Executive Director for a large (600+ residents) CCRC for ARC in Sun City
Center, Florida. After eight months of successfully operating that campus, I was promoted to the
role of RVP for two separate regions. Responsible for the oversight of nine (9) large CCRC/IL
facilities, all offering independent living, assisted living, memory care, and skilled nursing – also
responsible for eighteen (18) free-standing assisted living communities, located in Kansas,
Missouri, Iowa and Indiana.
Highlights
Combined occupancy of 95% in CCRC’s – 92% combined in AL communities
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Generated approximately $84M in revenue for the region in 2008 -
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Four out of six deficiency-free surveys in 2007-08 – remaining only paper compliance
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issues
Implemented key resident satisfaction measurements and drivers to enhance programs
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Involved with new construction of two CCRC’s and expansion projects at four
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properties
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Involved with rollout of new Optimum Life program, 100 Hours Program and others all
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designed to enhance marketability and resident retention.
President: Finlay Management & Compliance, Jacksonville Beach, Florida 32250
May 2003 – June 2004 (company sold due to owner’s wishes)
Finlay Properties was a small, private firm that managed senior living, fair market rentals, tax credit
and low income properties. I was Responsible to the President of Finlay Properties for the creation
and operation of the management firm providing day-to-day supervision of all Finlay properties.
Oversaw twenty-five (25) properties with an additional eight under construction/development,
comprising approximately 2500 units and government buildings comprising over 50,000 square
feet.
Highlights
Achieved overall occupancy of 93% - grew revenue by 25%
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Wrote and developed policies and procedures
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Established methods of operating and assessing strength of staff.
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Re-established financial controls, leading company from severe financial losses to improved
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profitability.
Introduced process improvements that maximized sales effectiveness and customer
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satisfaction goals.
Operations Consultant: Aspen Retirement Corporation, Denver, Colorado 80206
April 2002 – May 2003 (hired to do 12-month contract and prepare the
Company for sale)
Responsible to the CEO for improving the operation of seven (7) independent living/assisted living
communities. Approximately 1200 residents and 800 staff. Annual revenue budget in 2002 was
$29,813,000 with a budgeted NOI of $8,257,132.
Highlights
Increased cash flow by 61% - $2,063,619 over previous year
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• Achieved aggregate occupancy of 93%.
• Implemented numerous operational changes
• Implemented policy and procedure manuals and on-going hospitality training.
• Successfully completed contract – communities sold to Charter.
Chief Operating Officer: Balanced Care Corporation, Mechanicsburg, Pennsylvania 17055
July 1999 – April 2002 (hired to prepare the Company for sale)
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Responsible to the CEO for the overall supervision and operation of 58 freestanding assisted
living communities (4100 residents) and 11 skilled nursing facilities (1100 residents). Oversaw
approximately $82 million in revenue and 1600 employees. Personally directed six regional
VP’s, five regional sales staff and home office staff. Charged with meeting census
expectations, EBITDAR goals and exceeding resident satisfaction goals. Regularly reported to
Board on trends and operational issues. Led effort in the rollout of product “branding” and brand
promise training. Successfully sold the organization to Central Park Lodges in Canada.
Highlights
Work was primarily of a turn-around nature, preparing the Company for sale.
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Saw a 64% increase in new occupancy
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Saw a 39% increase in assisted living revenue, an increase in EBITDAR from
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$200K to $3M over the previous year
Successfully opened 16 new properties
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Facilitated sale of Company to Central Park Lodges
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Senior VP of Operations: Alterra (Sterling House/Alternative Living Services),
(Western Division) Wichita, Kansas 67207
March 1995 – July 1999
Responsible to the Executive Vice-President for the overall direction and operation of 155
freestanding assisted living facilities. Provided the day-to-day direction to eight Regional
Directors, corporate marketing and property plant staff and the marketing division. Reported weekly
on facility census, EBITDAR expectations, profitability and trends with respect to regions and
specific properties.
Highlights
Helped with all new developments and made final determination on facility locations and
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expansion projects
Developed and managed budgets of approximately $102 million in revenue
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Responsible for the opening of 140 new properties.
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Consistently ran Division at or better than budgeted census of 95% stabilized and 42%
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EBITDAR. Consistently led the Company in occupancy and financial results.
General Manager: Marriott Senior Living Services, Bethesda, Maryland
February 1992 - March 1995
Directed the operational/marketing turn-around of two different Marriott properties; Church Creek
in the Chicago area (247 I.L., 120 SNF) and Bedford Court in Silver Spring Maryland (215 I.L., 76
A.L., 60 SNF).
Highlights
Turned around a negative cash position at Church Creek by achieving full occupancy
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and reducing a $150,000 deficit.
At Bedford Court, I directed the turn-around by generating sufficient move-ins to fill the
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building, while making major programmatic changes in the operation.
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Generated $5.3 million in house profit . Achieved financial “turnaround of the year”
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award
Initiated several TQM projects at each property. Became a certified TQM trainer.
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Other Significant Experience
Vice-President of Operations: Trammell Crow Residential, Las Colinas, Texas
December 1988 - February 1992
Director of Retirement Housing: The Hillhaven Corporation, Tacoma, Washington
August 1985 - December 1988
Director of Operations: Presbyterian Manors of Mid-America, Wichita, Kansas
June 1980 - August 1985
State Nursing Home Ombudsman: Arizona - Governors Office, Phoenix, Arizona
February 1977 - May 1980
Planner: Area Agency on Aging, Phoenix, Arizona
July 1974 - February 1977
Outside Activities and Interests: Active in the L.D.S. Church having held numerous leadership
positions (bishop, various ward and stake leadership positions); worked as a volunteer scout leader;
coached youth soccer; involved with the Olympic Development Program for Boys Soccer.
Education: Academic and Practical
Bachelor of Science - Community Health Planning
Master of Science - Public Health Planning & Gerontology
Department of Health Sciences - Brigham Young University
Certificate in Gerontology - Rocky Mountain Gerontology Center - University of Utah
Executive Mini MBA Program Graduate – Belmont University - 2008
Scholastic Average: undergraduate 3.50 major, graduate 3.70 overall
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Certificate in Gerontology - Rocky Mountain Gerontology Center, University of Utah
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Certificate in Grantsmanship Writing - The Grantsmanship Center
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Post-masters' work in advanced gerontology - Andrus Gerontology Center, USC
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Licensed nursing home administrator in Kansas and Missouri (#1282 & #2306)
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Language proficiency - Spanish: used extensively for two years as a LDS Church
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missionary in Argentina.
Honors/Professional Affiliations:
- Graduate Teaching Assistant, BYU, Health Sciences Department
- Academic Scholarship
- Traineeship in Gerontology, HHS-Administration on Aging,
- Represented State of Arizona at conference dealing with mental retardation and aging.
- Governors' representative to national conference on community education and the elderly.
- Served on numerous national committees with trade organizations and professional
organizations.
- Have presented papers/lectures at various state and national conferences on aging
- Eagle Scout
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Hold personal memberships in the Gerontological Society, American Association of Homes and
Services for the Aging, American Public Health Association, ALFA, Boy Scouts of America, and
The National Association of Eagle Scouts, serve on the Public Policy Committee for the Leading
Age Texas association.
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