Sales Management

Broughan E. Gorey, MBA

*** **** ***** **, **** Islip, NY 11795 Cell: 631-***-**** Home: 631-***-**** E-mail: abnjl4@r.postjobfree.com

PROFESSIONAL PROFILE

Dynamic finance, business development and operations executive with 25 years of healthcare experience,

specifically in hospitals, home care, physician groups, pharmaceuticals, biotechs and medical devices. Skilled at

anticipating industry trends and changes, and creating new business opportunities. A leader and mentor who can

execute a business plan to maximize cash and profits while improving quality of patient care.

Strategic Planning Sales Cost Reductions Raising Capital Business Development

Acquisitions Pricing Reimbursement Financial Analysis Regulatory Compliance

Reorganization Budgeting Contract Negotiations Financial Management SEC & GAAP Reporting

PROFESSIONAL EXPERIENCE

Concierge MedTravel, LLC, Hauppauge, NY Nov.'07 - Mar.’09

Chief Executive Officer and Co-Founder

A start-up specializing in medical travel for alternative prostate cancer treatment using ultrasound devices.

Provided strategic planning, business development, marketing, and financial and operations management

Created infrastructure, web site, internet advertising campaign, and marketing materials to launch business

Executed business plan, developed and signed hospital, physician and client/patient service agreements

Successfully sent clients to Regensburg University Medical Center, Germany, who were treated and cured

BG Consulting, West Islip, NY Feb.'04 - Nov.'07

Management Consultant and Founder

Provided planning, business development, operations and financial advisory services to healthcare CEOs

Spearheaded strategic planning and execution to enhance profitability and productivity

Completed post bankruptcy reorganization for Chartwell Diversified Services, Inc., a $160 million national

specialty pharmaceutical and home care company; Reversed $8 million in losses and achieved breakeven

Consolidated distribution sites, upgraded financial systems, trained operations and sales staff, focused

marketing on high margin products, increased cash flow, and negotiated managed care and vendor contracts

Allion Healthcare, Inc., Melville, NY June'02 - Jan.'04

Chief Financial Officer

Allion is a specialty pharmaceutical company. Responsibilities included financial management, regulatory

compliance, business development & modeling, M&A activities, raising capital, maximizing margins and cash

flow, A/R, A/P, payroll, personnel, purchases, budgeting, and financial and SEC reporting.

Developed w/ CEO a strategic plan for growth. Supported hospitals’ clinics. Revenues double in 18 months

Developed and presented business model to Board, bankers, and Wall Street analysts. Began IPO process

Successful in a Series C fund raise of $6.2 million while operating at a $1 million loss

Negotiated security structure, covenants, and a $2 million increase in credit facility

Reduced A/R DSO by 8 days and increased cash flow by $730,000

Revised McKesson deal and increased profits and cash flow by $520,000

Completed due diligence, acquisition, and two year audit (within 60 days) of a $20 million company

Solved complex accounting issues (i.e. valuations and amortizations of intangible assets)

Managed internal controls, SOX compliance and reviews with internal/external auditors

Managed monthly, quarterly & annual financial reports according to GAAP. Prepared analyses & forecasts

Filed 8-K, 10-Q, 10-K reports and proxy statements with the SEC. Filed state & federal tax returns

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Gentiva Health Services (former sub of Olsten Corp. $5B Fortune 400 Co.), Melville, NY June'99 - June'02

Vice President, Finance, SPS Feb.’00 - June’02

Director of Reimbursement (Olsten Corp.) June’99 - Jan.’00

A $1.4 billion Fortune 1000 company providing specialty pharmaceutical services (SPS), home care, medical

equipment and supplies to 425,000 patients with 41 pharmacies, 275 home care agencies, 4,900 employees and

12,000 temporary caregivers. Market niches in hemophilia, PPH, IVIG, wound care, cancer, diabetes, respiratory

diseases, other chronic diseases and acute illnesses. Common stock price grew from $5 per share to $24.

Responsibilities included financial management, strategic planning, pricing, budgeting, financial analysis,

forecasting, financial reporting, and financial systems upgrades

Supported reorganization, divestiture of two subsidiaries and debt elimination of $78 million

Lead finance executive on turnaround team for SPS; Revenues grew from $640 million to $820 million

and generated gross margins of 32% and operating margin of 10%

Coordinated management of $300 million A/R; Revised intake, verification, billing, collection and cash

posting processes; Increased cash flow by $82 million and decreased DSO by 29 days

Evaluated and revised inventory process; Increased cash flow by $45 million and inventory turns by 140%

Negotiated new a nd existing contracts with drug manufacturers; Enhanced contracts with margin guarantees,

favorite nation clauses and terms; Improved profits by over $20 million

Strategically focused on core products/services to maximize profits; Developed metrics & performance reports

Developed strategies with sales staff for PBMs, managed care, commercial insurance and employer groups

Developed and reviewed with sales and operations $800 million budget, forecasts and identified opportunities

Introduced fiscal discipline/accountability to operations and sales while building trust and peer relationships

Coordinated synergistic integration of 3 previous acquisitions. Perfor med due diligence on acquisition targets

Provided strategic planning and reimbursement expertise; Supported restructure of the home care business

due to change from a cost-based reimbursement system to a prospective payment system (PPS)

Completed PPS HHRG Modeling & Analysis; Projected $50 million shortfall and identified opportunities

Member of the PPS Steering Committee and Lead Sponsor of the Finance & Accounting Group

Developed training program in compliance with corporate integrity agreement between Olsten and government

Counseled and supported colleagues in Legal, Sales, Marketing, Operations, IT and HR

Successfully presented to investors and Wall Street analysts pre- and post- Public Spin-Off

LingraphiCARE America, Inc., Minneapolis, MN Dec.'97 - May'99

Vice President, Development & Operations

A start-up operating treatment centers and providing software for rehabilitation of stroke and head injury victims

suffering from aphasia. Responsible for Language Care Centers (LCCs) in the Northeast Region.

Opened first rehab facility based LCC with Buffalo Hearing & Speech Center. Hired and trained staff

Successfully assisted the Midwest Region renegotiate a hospital based LCC at Bethany Hospital, Kansas

Analyzed federal Balance Budget Act and developed two new business models to support reorganization

Curative Health Services, Inc. (formally Curative Technologies, Inc.), Hauppauge, NY Jan.'92 - Nov.'97

Vice President, Planning & Reimbursement Jan.’96 – Nov.’97

Vice President, New Business Development Apr.’95 – Dec.’96

Director of Reimbursement Jan.’92 – Apr.’95

Curative a biopharmaceutical and disease management company that conducted trials, manufactured under GMP,

marketed and distributed products/services to a network of Wound Care Centers® (WCCs). Common stock price

grew from $2 per share to $37. Responsibilities included analyze healthcare reforms for business opportunities,

operate 2 new divisions, provided financial planning and reimbursement support for hospitals, home care agencies

and physicians.

Co-chaired corporate taskforce to recommend revisions to existing business divisions

Assessed financial impacted of proposed Medicare outpatient APC system and managed care growth

Met and established a working relationship with HCFA administration a nd hospital associations

Established Procuren® pilot grant program increasing product use by 100% at some WCCs

Signed letter of intent with a strategic partner for the Pacific Rim region – multi-million dollar potential

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Turned around the subacute business and opened 9 additional programs; Generated $3.6 million

Developed new management service contracts cognizant of Corporate Practice of Medicine statues, Stark II,

and Medicare and Medicaid Guidelines

Created and opened 8 clinics with a new physician practice management model; Generated $1.7 million

Developed financial models to measure viability of new ventures (i.e. home care and ambulatory surgery)

Key advisor to restructure the company from a pure biotech to a disease management service company

Supported operations; Renegotiated 27 hospital contracts and prevented 9 closings- Saved $17.4 million

Evaluated hospitals fiscal performance and negotiated escrow agreements of $1.1 million paid to Curative

Received the Presidential Recognition Award for Excellence

Directed reimbursement and financial management services to 147 hospitals and physician groups in 37

states; Developed profitable reimbursement strategies and metrics for partnering hospitals and physicians

Represented hospitals and physicians in negotiations with third party payers on reimbursement and denials

Successfully appealed to reduce 5 global fee periods in Medicare RBRVS-- $multi-millions to physicians

Presented to Wall Street analysts and investors prior to successful Secondary Offering; Raised $21 million

Provided national and regional training for company’s management, hospitals administration and physicians

KPMG (formally KPMG Peat Marwick) and Deloitte (formally Touche Ross), Manhattan, NY Sep'85 - Jan'92

Manager July’90 – Jan.’92,

Senior Consultant July’88 – June’90,

Consultant S ept.’85 – June’88

Both "Big Four" accounting/consulting firms operated the Health Care Management Consultant Group. Directed

the strategic planning, business development, financial planning & modeling, budgeting, reimbursement,

operations and financial management for hospitals, nursing homes, home care agencies and physician groups.

Monitored and evaluated opportunities of pending legislation and reimbursement changes for services and

product lines; Developed financial models to assess the financial impact and advised clients accordingly

Successfully appealed over 120 Medicare/ Medicaid/ Commercial Insurance reimbursement rates;

Improved reimbursement by over $200 million for GME, IME, DSH, CMI, area wage index, and cost outliers

Planned and evaluated the financial performance for new programs (i.e. psychiatric unit, rehabilitation unit,

and ambulatory surgery center); Developed r eimbursement strategies for successful launch of new services

Prepared over 100 budgets and Medicare/ Medicaid cost reports

Increased reimbursement by $10’s of millions from reviews and corrections of cost reports and rate sheets

Provided revenue cycle management and deployed best practices; Improved cash flow

Appointed National Reimbursement Network Coordinator of Cost and Compliance Reporting

Requested speaker for healthcare associations

Good Samaritan Medical Center, West Islip, NY Oct '80 - Sep '85

Staff Accountant S ept.’83-Sept.’85,

Central Supply Aide Mar.’81-Sept.’83,

Dietary Aide (part time), Oct.’80-Mar.’81

EDUCATION

Hofstra University

MBA in Finance, 1985

BBA in Accounting, 1982

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