MARK R. MARCANTANO

* ******* ******

Natick, MA *1760

Home Phone 508-***-****

Cell Phone 508-***-****

ac7s3s@r.postjobfree.com

EMPLOYMENT

EXOCHAIN PBC, KENNEBUNK, ME February 2018 - Present Exochain is a technology start-up company that leverages the latest advances in mobile, cloud, machine language and blockchain to deliver the highest standard for secure custody and care of identifying and other critical data. We protect data and the people and organizations who contribute and use it. We mitigate risk with baked-in legal and regulatory frameworks that ensure compliance. We make it possible to control critical data as it is used beyond the walls of organizations and as handed down through generations. It includes a patent-pending blockchain-based identity resolution engine and a novel standard for scoring identity called Odentity - similar to FICO scores for credit agencies - supported by a US-based, globally compliant Exo token. ICO due to launch early 2019. Our ultimate goal is to bring providers, patients and their data together to improve access to lifesaving medicines and cures for the patients and families that need them and accelerate the journey to personalized, precision medicine for all.

General Manager, Healthcare

• Established exclusive market access contracts with BlueCloud - a leading secure healthcare data cloud - and the Alliance for Clinical Research Excellence and Safety (ACRES) - the global thought-leadership organization setting standards for clinical research excellence, quality, ethics, access and safety, to create critical mass with over 1.3 million users representing over 60,000 industry stakeholder organizations.

• Launched Operation Restore, a joint effort with BlueCloud, ACRES, Exochain and the Task Force Dagger Foundation to provide access to restorative medicine for active military, veterans and their families.

• Partnered with ACRES, The Quality Management Institute, British Standards Institute and other key stakeholders to establish the first global quality standards now available to support a formalized accreditation process that promotes broader clinical research excellence, quality and safety. (See New England Journal of Medicine article dated June 27, 2018 entitled “Accreditation of Clinical Research Sites - Moving Forward.)

• Announced Strategic Partnership with end-to-end universal health record platform provider Lea Labs. This leverages the Exochain Lynk Protocal to provide an easy-to- use, comprehensive digital health platform that connects care teams with the patient and the critical data in real-time to promote best health outcomes and enable secure/lifetime and transgenerational medical record sharing. WOMAN & INFANTS HOSPITAL/ CARE NEW ENGLAND/BROWN UNIVERSITY Jan. 2010 - Nov. 2017 Women & Infants Hospital (WIH) is a 247- bed flagship hospital, supporting ambulatory network and research enterprise in the Care New England System, dedicated exclusively to delivering the highest quality care to women and newborns in the State of Rhode Island, Eastern Connecticut and Southern Massachusetts. WIH is ranked nationally as a top 10 birthing center with approximately 9,000 deliveries per year, is a recognized leader in gynecological robotic surgery and is the site of invention for the artificial ovary--designated by Time Magazine as a top-10 invention for 2010--among other distinguished achievements. WIH currently boasts one of the largest single-room NICUs in the Country at 80 beds. Women and Infants Hospital is also consistently ranked by US News and World Report as a best hospital for the services it provides. President and Chief Operating Officer (2013 - November 2017) Executive Vice President and Chief Operating Officer (January 2010 - 2013) Lead administrative officer responsible for overseeing the planning, budgeting and day-to-day operations of the Hospital and its related programs as well as ensuring their alignment with System objectives. My scope of responsibility included leadership oversight of the Hospital’s main campus, approximately 40 off- site locations and a workforce of nearly 3,000 employees, totaling over $400 million in revenue. As a member of the System CEO’s Executive Leadership Team, Vice Chair of the Systems Operations Council and member of the Hospital’s Strategic Leadership Team, I worked closely with senior executive colleagues and physician leadership across the System to effectuate System transformation/strength and cost efficiencies. Given the Hospital’s critical role in these efforts, I worked very closely with the System CEO and CFO to coordinate and ensure success with respect to these initiatives. Primary Achievements As President and Chief Operating Officer:

• Established key internal and external relationships, worked closely with our Chiefs and physician, nurse and administrative leadership championing new priorities for Women & Infants Hospital/Care New England, building the integrated delivery system to deliver population health, cementing strategic partnerships, expanding our physician networks and broadening our ACO to help deliver population- based, value-driven care.

• Advanced the quality and reputation of our hospital. A relentless champion for continuous quality improvement and rigorous, metrics-driven demonstrations of success. External recognitions: Top Leapfrog Hospital, U.S. News, Women’s Choice Awards, Baby Friendly Designation, successful JC and CAP visits.

• Enterprise-wide Cost Efficiencies. $100 Million in cost savings initiatives over 24 months across Care New England System with Huron Consultants. Key member of Executive Steering Committee. Led System-Wide Pharmacy/340b Delivery Team on track to generate approx. $30 Million in annualized revenue/cost savings. Key member of Labor and Position Review Teams that established labor performance goals and reviewed positions for approval. Labor costs approx. 70% of expense base.

• Promoted Academics. Championed improvement of our top-rated residency and fellowship programs and advanced innovation and discovery. Our Ob/Gyn Residency received a Doximity Top-10 ranking and we were awarded a $5 Million COBRE grant, an $11.5 Million COBRE grant and a $20 Million CTR award for perinatal biology and related subjects.

• Established and led our Women’s Health Service Line, driving cost-out, care model redesign and use of performance management/improvement tools such as LEAN, Six Sigma, CAP, etc. to effectuate sustainable change. We also employed a Baldrige Framework to transform our organization. I led the Category 6-Operations Focus-Team for Care New England. We submitted 2 applications and had 1 site visit. We completed a significant reduction in force as we managed substantial labor unrest in the changing environment.

• Developed new payment models. Led the way locally, regionally, and to some extent nationally, with a new maternity bundle product with BCBSRI. Through our ACO called Integra we assumed significant additional risk-based contracts.

• Ongoing philanthropy and fundraising, including establishment of new, more robust donor network. Led efforts for our Signature Event and fall Campaign kick-off for a new LDR suite. Primary Achievements As Executive Vice President and Chief Operating Officer: Clinical Integration/Physician Partnerships/Quality

• Worked with partnering physicians to develop new practice models which foster the highest quality care delivery through improved clinical integration with Hospital. Operationalized the Women & Infants Healthcare Alliance and participated as a board member.

• Successfully drove effort to implement Cerner CPOE and Ambulatory EMR. Unified EMR with community physician practices ongoing.

• Key leader in efforts culminating in zero findings Joint Commission site visit and successful follow-up CMS Validation site review in 2012.

• Board Member and key leader of Indemnity Program to ensure high quality care and minimize malpractice risk.

System Strength

• Led development and implementation of Women & Infants Now Strategies (WINS) to restore financial health of the Hospital. Over $15 million in expenses, including 63 FTEs eliminated.

• Taking Hospital through Year 2 of a 3 year system engagement with GE Healthcare Solutions to transform Hospital in key areas of: cultural alignment; talent and leadership development and accountability; and process improvement to strengthen Hospital and position it to be a successful key participant in our System Baldrige journey.

• Key participant in System Baldrige application preparations and alignment of System Balanced Scorecard with Hospital key initiatives and individual personal goals to ensure successful outcomes. Administration Reorganization

• Consolidated executive functions and senior leadership positions to streamline oversight and accountability and improve efficiencies. Two executive FTEs eliminated from Hospital Operations Group.

• Leading labor relations initiatives and negotiations with Hospital’s union – SEIU/1199. Approximately 60% of Hospital’s employees were members of SEIU/1199 in four bargaining units including Nursing, Techs, Maintenance and Service and Clerical employees. New four-year contract negotiated that was much more favorable to management of labor throughout Women & Infants Hospital. Strategic Partnerships

• Led expansion of network contracts in eastern Connecticut and South/Southeastern Massachusetts with affiliated hospitals and physician practices to grow referrals.

• Expanding partnerships with community health centers in Rhode Island including Thundermist and Providence Community Health Centers to provide timely and easy access to our services.

• Worked with System team to acquire and/or affiliate with area Hospitals/Practices to prepare for the IHI’s triple aim of healthcare for the population while providing higher quality care at lower cost. Academic Excellence

• Established a Research Advisory Committee to oversee Hospital research efforts organization-wide and adjudicate the allocation of key resources.

• Commissioned the development of a Hospital 5 year Strategic Research Plan to guide the strategic development and growth of our research portfolio.

• Supported advocacy efforts to secure non-existent GME reimbursements for approximately $18 Million in uncompensated teaching for the next generation of physicians. BOSTON CHILDREN’S HOSPITAL /HARVARD UNIVERSITY October 2004 - January 2010 Children’s Hospital Boston is the #1 children’s hospital comprised of a 400 plus-bed hospital, 700,000 annual ambulatory clinic visits, and a nationally-recognized biomedical research enterprise, totaling approximately $3 billion in revenue.

Vice President, Ambulatory and Network Services

I was the lead executive responsible for setting and executing the Hospital’s Ambulatory Strategic direction, overseeing all operations, budgeting, finances and business/facility planning. My scope of responsibility included management of over 1,500 physician providers and 1,000 nurses and staff who delivered care in the Ambulatory setting, which had net revenue in excess of $200 million. The organizational structure included 28 leaders who reported directly to me to manage the enterprise. As the “physician liaison” Vice President, I worked closely with our Physician Chiefs of Clinical Service and their faculty to deliver the Ambulatory scope of services and was often the first point of contact at the Hospital for a variety of matters.

As one of two operational Vice Presidents, I also worked closely with the Chief Operating Officer and Chief Nursing Officer to develop Hospital-wide strategy and oversaw operations and budgeting. Our work informed the decisions of the Hospital’s Strategy Group, of which I was a member. Primary Achievements:

Operations

• Efficiency : Improved efficiency of Ambulatory clinic flow through staff workflow redesign, space redesign, implementation of new IT functionality, improved staff training/development of a front-end staff incentive program.

• Productivity: Established increased annual volume targets and developed successful business plans to achieve these goals, resulting in over 20% increase in 3 years.

• Access: Launched multiplicity of access initiatives to improve patient appointment access. Examples include multi-year physician recruitment plan and Hospital-sponsored recruitment assistance ‘toolbox’ resulting in recruitment of 52 physicians over 3 years, enterprise scheduling, web-based request for appointment, physician liaisons to facilitate appointment scheduling.

• Budget/Finances: Instituted aggressive financial management to beat budget targets every year for 3 years.

• Accountability: Developed key metrics and scorecard reporting at the Ambulatory front-end and regarding customer service to help drive success. Also commenced patient satisfaction surveys, mystery shopping and physician satisfaction surveys to inform opportunities for improvement. Strategic Planning

• Network Growth: Led process to develop and launch 2 additional clinical locations. These locations were of significant size to facilitate volume growth and decanting off of main campus.

• Bed Growth: Part of Team to map out Hospital bed growth over next 10 years to accommodate present and future demand.

• Facilities Planning: Active participant in developing institutional facilities master plan to improve existing facilities and accommodate anticipated growth.

• Customer Service: Developed and launched “Exceptional Care, Exceptional Service” initiative Hospital-wide to augment our culture of service to match our delivery of excellent care. Also developed and implemented our “Ask Me” greeting program to assist visitors to our Hospital. Greeters included the President/CEO, COO and other senior leadership across the Institution. International Services

• Rebuilt Team/Strategic Planning: Changed leadership, strengthened Team and re-focused efforts on business preservation/development to improve the Program. Book of international business grew steadily.

Community Health

• Strategic Planning: Actively participated in community health strategic planning efforts with our Office of Child Advocacy. Focus was on achieving healthy neighborhoods as a means of developing healthy communities through collaboration with schools, community health partners and other relevant organizations.

• Urban Community Health Center: Oversaw large urban community health center. Recruited new leadership and updated strategic plan to improve outreach and access to services. ALBANY MEDICAL COLLEGE/ALBANY MEDICAL CENTER January 1997 - September 2004 Albany Medical Center was an academic health sciences center comprised of a 651-bed, $400 million net revenue tertiary care hospital, a 260 physician, $150 million net revenue multi-specialty and primary care faculty group practice, a $40 million biomedical research enterprise and one of the Nation’s oldest medical colleges.

The Albany Medical College entity included the Medical school, the Faculty Group Practice and the Biomedical Research Enterprise covering a budget in excess of $200 million and approximately 1000 employees. Executive Dean/Senior Executive Vice President and Chief Operating Officer My role was to oversee operations, budgeting, financial performance and business planning and to actively participate in strategic planning and vision casting for the entire Albany Medical College entity. This included shepherding support functions such as finance, human resources, information technology, facilities management, space planning, marketing, legal and public relations. I reported to the Dean of Albany Medical College who was also the Executive Vice President for Health Affairs of Albany Medical Center. Primary Achievements:

Faculty Group Practice

• Served as CEO of Faculty Group Practice for 3+ years of tenure, resulting in significant improvements in operational infrastructure and financial performance.

• Right-sized Practice from 360 physicians to 260 to shed unprofitable operations.

• Implemented administrative re-organization to streamline and improve operations.

• Developed realistic budgets and achieved targets.

• Improved financial performance by restructuring and realigning revenue cycle.

• Successfully targeted key physician recruits and new business plans to grow market share.

• Helped establish strategic Centers of Excellence e.g. Heart Institute, Vascular Institute, Neuroscience Institute, Cancer Center and Women’s Health Center.

• Converted entities to unified information technology systems and successfully leveraged available technologies to improve operational and financial performance.

• Enhanced customer service and retained an independent opinion research company to monitor performance.

• Developed and implemented scorecard accountability to track success on key indicators. Biomedical Research Enterprise

• Developed and implemented 5-year strategic research plan.

• Facilitated transition from traditional academic departments to interdisciplinary research centers to promote research collaborations and align with clinical centers of excellence.

• Recruited keys scientists to grow strategic research programs and shed unproductive scientists.

• Developed realistic budgets and met targets.

• Implemented work effort accountability and incentive programs to promote growth of research funding.

• Renovated approximately 40 laboratories and enhanced core facilities/animal facility to facilitate research.

• Helped streamline IRB and IOCUC processes to expedite review of research protocols. Medical School

• Served as Dean’s Chief of Staff and key liaison to other AMC constituencies and external community.

• Managed the affairs of the Dean’s Office.

• Implemented administrative re-organizations to streamline and improve operations.

• Developed realistic budgets and met targets.

• Recruited key college executives and leaders.

• Renovated lecture hall and small classroom spaces to enhance teaching environments.

• Helped implement information systems to improve application, match and on-line educational experiences.

KANE & MARCANTANO LAW FIRM January 1996 - January 1997 Managing Partner

SHANLEY, SWEENEY, REILLY & ALLEN LAW FIRM 1992 - 1996 Partner

Highlights of Legal Career:

• Emphasis on legal issues concerning all aspects of real estate development including governmental approvals, financing, construction, leasing, regulatory compliance and operations related to complex real estate projects. Project types included regional shopping centers and malls, office parks, hotels and planned residential communities.

• Project manager/consultant concerning feasibility studies.

• Responsible for creating, coordinating and leading consultant teams including polling organizations, bankers, lawyers, accountants, engineers and environmental experts.

• Worked extensively with municipal and state legislative and governing bodies in regards to drafting proposed legislation.

• Frequent presenter and speaker before various governmental boards and agencies. EDUCATION

Juris Doctor Albany Law School of Union University, Albany, NY Bachelor of Science Finance/International Business New York University, Stern School of Business, NY, NY Harvard Business School:

1 - Executive Leadership Program

2 - Quality and Safety Leadership Development Program SPEAKING ENGAGEMENTS

America’s Essential Hospitals Webinar-Promoting Effective Interdisciplinary Leadership-8/15 American Hospital Association Webinar-Improving Mental Health Care for Women: A Mother-Baby Psychiatric Day Hospital-10/15

BAR ADMISSIONS

Washington, D.C.

New York

Connecticut

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