*

George Z. Kalioundji, MBA, FACHE, CMPE

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

Chatswoth, CA. 91311

Mobile: 310-***-****

Email: ad30yn@r.postjobfree.com

Executive Summary

● Chief Executive Officer-Healthcare Facilities Development and Operations

● An enthusiastic professional with an MBA in health care management

● Proven Track Record in healthcare facility buildouts including Ambulatory Surgical Center, Urgent Care Centers, Rehabilitation Centers, High Complexity CLIA Laboratories.

● Experienced in business and in the healthcare industry, human resources, finance and marketing, billing, and coding

● Proven track record of exceptional management skills, and instructional abilities, with excellent interpersonal and communication skills

● Accustomed to working in a fast-paced environment with an ability to maintain good working relationships with a diverse workforce (unionized and non-unionized), insurance providers, patients, visitors, and business to business experience Relevant Professional Experience

Medical Precision Management, LLC. 11/17/2020-Present Healthcare Development and Operations Company

Chief Executive Officer

Responsible of healthcare facility buildouts, operations, and revenue cycle management.

• Ambulatory Surgical Center- 17 build outs

• Medical Clinic-23 build outs

• Urgent Care Center-7 build outs

• Contracting-3rd Party Insurance Providers (In-network/Out of Network)

• Healthcare Facility Contracting and Credentialing

• Revenue Cycle Management

• Operations-Staff Hiring, training, and terminating

• Operations-EMS/EMR Software contacting and training

• Financial-Revenue and Expenditures controls and reporting Torrance Surgical Alliance and R&R Surgical Institute 03/18/2016-11/17/2020 Private Medical Clinic and Ambulatory Surgical Center (ASC) Reason for Leaving: End of Contract-COVID

Director of Operations and Business Development

Responsible for developing and implementing key strategic healthcare value initiatives.

Application and Execution of SBA 7(a) loan. Approved Chase SBA 7(a) Loan 2

at $4M based on a solely developed strategic loan proposal.

Development and construction of 3,000 sq. ft medical clinic. Torrance Surgical Alliance (2017)

Development and construction of 10,000 sq. ft ambulatory surgical center. R&R Surgical Institute (2018)

Responsible for plans and permit approval (City of Torrance). Including approval from the City of Torrance Hawthorne Boulevard Corridor Specific Plan

(less than 5% of projects are approved).

Development of Patient Insurance Verification and financial responsibility management. Sole Patient Surgical Consultant-97% Conversion Ratio

(Consultations to Surgical Procedure).

Implementation of EHR and EMS Software. Practice Fusion/HSTPathways and HST eClinical.

Managed clinical and surgical staff time and attendance, payroll, HR issues, compliance, and day to day operations. 11 staff members.

Managed 106 B2B medical, surgical, and operational vendors. Comprehensive list available at request.

Prepared weekly ledger and annual P&L reports for all financial entities and corporations (i.e. S Corporations, Corporations, LLCs., and Unincorporated Associations). Example worksheet available at request.

Negotiated contracting terms with construction vendors. Including Mechanical, Electrical, Plumbing, Architectural, and Engineering-Commercial.

Development of staff personnel. Hiring/Firing/Training/Compliance.

Development and implementation of security protocols for the clinic and ASC. Administrator-Access Security Cards and Security Cameras. Building and Clinical/ASC.

Meet monthly fiscal revenue with eight months of operational startup strategic plan. Details/Worksheets available upon request.

Responsible for the AAAHC-Accreditation and Annual Reaccreditation for the ASC. Perfect Score/No Remarks-Inspector Report. Report available upon request.

Liaison for the Certified Public AccountFirm and Legal Firm.

Consistently providing solutions to lower overhead operational costs with jeopardizing clinical/surgical care.

Responsible for managing outside medical doctors and surgeons regarding credentialing, contracting, and procedural reimbursements. LA Laser Center-Los Angeles, CA. 02/24/2015-03/16/2016 Dermatology and Cosmetic Surgery Clinic with $35 Million in annual revenue. 18 Clinics in 2 States

(CA. and NV.)

Reason for Leaving: End of Contract

Chief Operating Officer (Robert Half Management)

Responsible for the execution of the operational strategies that impact 18 clinical locations in two states (CA/NV). Created protocols and operational workflow that affected the revenue cycle.

Achieved operational restructuring. Implemented EMR and RCM software to streamline operations in all 18 Clinical Locations.

Produced highest End of Month Margins. 7 Month Profit and Loss reports produced the highest margins in LA Laser Center 15 year history.

Oversee and review collections reports to identify payer and other collections issues.

Development and implementation of CLIA Certified Laboratories. Secondary new clinical location in Fresno, CA.

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Maintain reimbursement related key performance indicators for network practice, setting, and benchmarking revenue cycle goals (i.e. reducing DOS, decreasing accounts receivable).

Participate in the development of policy and procedures.

Enhance and standardize workflow processes throughout the revenue cycle.

Produce and analyze standard monthly reports that assist in the monthly forecast processDirect the “plan of action” identifying activities within the central business office that require direct oversight.

Interview, hire, and train employees in all operational departments.

Consult Research and Development Department in industry changes and trends with regards to Dermatology.

Directly responsible for ASC (Ambulatory Surgical Center) accreditations, site surveys, certifications, and unannounced site inspections through the Joint Commission and Accreditation Association of Ambulatory Healthcare organizations. Response Genetics, Inc.-Los Angeles, CA. 11/1/2013-02/01/2015 Response Genetics, Inc. is an innovative and rapidly growing life sciences company engaged in the research and development of clinical diagnostic tests for cancer. Reason for Leaving: End of Contract

Revenue Cycle-Senior Consultant (Contracted-Two Year) Responsible for the execution of the financial strategies that impact a publicly-traded company. Created protocols and operational workflow that affected the revenue cycle.

Achieved operational restructuring. Please refer to NASDAQ stock: RGDX symbol. Increased stock price by $.0.30/per share in less than two months.

Produced the highest End of Month closing month in 2013 for Response Genetics, Inc. Documentation available upon request.

Oversee and review collections reports to identify payer and other collections issues.

Development and implement business-specific processes improvement recommendations to secure positive results, monitor performance, and improve resolution plans for unfavorable trends.

Maintain reimbursement related key performance indicators for network practice, setting, and benchmarking revenue cycle goals (i.e. reducing DOS, decreasing accounts receivable).

Participate in the development of reimbursement policy and procedures.

Enhance and standardize workflow processes throughout the revenue cycle.

Produce and analyze standard monthly reports that assist in the monthly forecast process.

Direct the “plan of action” identifying activities within the central business office that require direct oversight.

Interview, hire, and train employees in the Billing and Reimbursement department.

Consult Research and Development Department in industry changes and trends with regards to Molecular Pathology

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Serra Hospital -Sun Valley, CA. 11-2009/1-2013

Acute Hospital current revenue of $13M. Acute Hospital with 33 Physicians ranging all 12 sub specialties. 123 Beds.

Reason for Leaving: Company was sold to an ACO (Affordable Care Organization) Chief Operating Officer

Responsible for the execution of clinical strategies with a fiscal impact. Ensuring operational workflow is maintained regardless of ever-changing insurance providers, CMS, and HSS regulations. Maintaining strict compliance on the highest level of multilevel audits (including fiscal, operational, Utilization Management, Share Risk, and Pay for Performance models.

Achieved operational restructuring in order to position the clinic for

Reduced operational expenses with a four-year strategic action plan reducing expenses by 37.25% ($1.7M).

Created incentivized programs to increase clinical revenue to meet the needs of operational investments ($2.5M).

Focused meetings on the increased generation or revenue and monitoring (and reductions) of expenses.

Negotiated service provider contracts with all major insurance companies (i.e. Atena, Anthem Blue Cross, Blue Shield, L.A. Care, Medicare, Medical (Medicaid))

Reduced Vendor service agreements with controlled payment plans.

Produced Clinical Protocols in order to ensure all audit compliance measures are met with a 95% or better average.

Created Strategic Alliances with corporation services to ensure mutually assured revenue streams.

Cooperated with vendors to integrate marketing budgets for the greatest return on investment strategies.

Created a community outreach program and a volunteer program.

Conducted physician meetings and presentations (i.e. EMR Conversion Plan, Affordable Care Act, and Impact to For-Profit Community Clinics).

Developed a strong relationship with the CEO/Owner based on mutual trust and respect.

Produced conservative operational and fiscal projections. Projections based on statistical algorithms applied to different budgetary scenarios.

Submitted grant applications and executed project management as per approval of major national grants; including corporate grants, California Heath Foundation, and National Institute of Health.

Motivated all levels of clinical and administrative employees to reach higher levels of production and permitted morale boosters at every opportunity.

Increased measurable qualities of clinical care by creating physician incentives including increased surgical referrals, decreasing outpatient hospitalization, and patient hospital remittance.

Aggressively researching and studying projected Healthcare models and practices (i.e. P4P, 401K disbursements, and FQMC).

High level of adaptability to changing clinical needs and direction. Infused with the philosophy that any situation can be assessed and resolved no matter how minuscule or critically important.

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Southern California Orthopedic Institute— Los Angeles, CA. 2007-2009

$102M Institute specializing in Orthopedic Inpatient and Outpatient Medical Care; directed eight departments with an average of 120 employees.

Reason for Leaving: Offered the COO position.

Director of Clinical Services

Delivered impressive results for the launch of interdepartmental strategies by implementing comprehensive training, non-monetary incentives programs, and emphasizing rigorous patient service standards. Built commercial guidelines in anticipation of FDA approval for MRI accreditation. Regularly updated National Accounts and Medical Science teams.

Achieved highest M.G.M.A. results nationwide for orthopedic health care systems with 500 employees and over.

Strengthened KOL’s (key opinion leaders) throughout S.C.O.I. satellite sites.

Created and tracked aggressive performance metrics and provided the team with tools, product knowledge, and encouragement to achieve them.

Responsible for Seven Departmental strategic planning including capitalequipment, renovation, management of 150 FTE’s and the largest percentage of the S.C.O.I. operational budget.

Specialty in conflict resolution and employee fraud detection.

Accurate report analysis with percentile confidence rating system.

Conducted twelve Interdepartmental Investigations. All Investigations led to employee(s) dismissal.

Proposed and executed fiscally responsible proposals that increased revenue streams for S.C.O.I up to 17% in twelve fiscal quarters.

Decreased all departmental overtime hours to fiscally justifiable levels. Overtime in non-clinical departments was completely eliminated.

Responsible for Level III Patient Complaint Procedures. Including financial discrepancies or desire to become exempt for the Arbitration Agreement Form.

Responsible for the hiring, training, and firing of departmental staff.

Open door policy: the departmental office was established to handle all conflicts including submitted complaints from other departments regarding colleague’s directors.

Data submission was presented through Crystal Reports verified independently using two proven independent methods.

Clear and accurate communication between departmental directors, C.E.O., C.F.O., and doctors.

Responsible for the formulation of training procedures and pre-hire evaluations.

Responsible to third party partnerships with a range of companies and hospitals: (e.g.) Stericycle, Medtronics, McKesson, Aventis, Pfizer, and Northridge Hospital.

Project Director of 2008 ACRMRL Accreditation for all S.C.O.I. locations.

A strong work ethic that is project-based and time focused.

Established employee protocols for medical management software.

Administrative Mentor Program

Clear reports presented to the S.C.O.I. Managing Partners; including research, feasibility studies; projected cost reports.

Created new positions including duties and responsibilities to meet departmental needs; including hybrid clinical positions.

Supported S.C.O.I. employees in extracurricular activities to develop personal relationships with departmental staff.

Weekly one on one meeting with C.E.O. to review departmental status reports and review of quarterly objectives.

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Education

CPA Certification with Honors- University of California, Los Angeles, CA,2019 M.B.A.-Healthcare Administration-University of Phoenix, Los Angeles, CA, 2004 Doctorate of Chiropractic - Cleveland Chiropractic College, Los Angeles, CA, 2000 Bachelor of Science in Biology/Biochemistry — University of California, Riverside, Riverside CA, 1997 Certification and Membership

FACHE-Fellow of the American College of Healthcare Executives CMPE-Certified Medical Practice Executive

IAPM-International Association of Project Managers PMP-Project Management Professional

Sigma Six-Black Belt

AAPC-Americal Association of Coding Professional

Programming and Software Certifications

Programming Languages: Python, R, Java, and C++

Deep Learning: TensorFlow, PyTorch, and Keras

Natural Language Processing (NLP): NLTK and SpaCy. Computer Vision: OpenCV

Cloud Computing:AWS, Azure, and Google Cloud

Big Data Technologies: Hadoop, Spark, and Kafka

PACS: GE Healthcare, Centricity, Siemens, Healthineers, Philips IntelliSpace,Agfa HealthCare IMPAX, and Carestream Health Vue

Software Applications: Adobe, Microsoft Office 365, Crystal Reports, XML, DHTML, HTML, T-SQL, Visio, Agile/SCRUM(SCM/WMS)

EMS/EMR: EZ CAP, EPIC, HSTPathways, MedNet, Oracle, OLAP, Xifin, and Practice Fusion 7

Business Development Build-Outs:

17-Ambulatory Surgical Centers

23-Medical Clinics

7-Urgent Care Center

5-CLIA Certified Laboratory (High Complexity)

Latest Buildout Examples:

Ambulatory Surgical Center-R&R Surgical Institute

Medical Clinic-Torrance Bariatric Institute

Urgent Care Center-Peninsula Urgent Care

Laboratory-Carter Laboratories, Inc. (High Complexity) Awarded Grants

2013 Health Net Insurance-Platinum Corporate Grant-$256,000.00 Read More

Hyperlink: https://www.healthcarefinancenews.com/press-release/health-net- providing-256k-grant-help-improve-patient-experience-la- 2012 California Healthcare Foundation-California Catalyst Fund: Strategic Restructuring for Community Clinics-$750,000.00

2011 Center for Disease Control and Prevention –Community Transformation Grant-

$890,000.00

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Negotiated Insurance Provider Contracted Agreements

(HMO/Commercial)

Aetna Commercial Care 1st Healthy Families LA Care SNP Blue Cross Commercial Care 1st Senior Molina Medi-Cal Blue Cross Healthy Families Care 1st Senior Molina Healthy Families Blue Cross Medi-cal Covered California Molina Medicare Blue Cross Plus Easy Choice Senior PacifiCare Commercial Blue Shield Commercial Health Net Commercial Secure Horizons/Senior Blue Shield Healthy Families Health Net Healthy Families Blue Shield Plus Health Net Medi-cal

Blue Shield 65 Plus Health Net Senior

Care 1st Commercial LA Care Healthy Families

Care 1st/Medi-Cal LA Care Medi-Cal

References

Dr. Jay W. Granzow, M.D., M.P.H., F.A.C.S.

Clinical Professor of Surgery

David Geffen School of Medicine at UCLA

Mobile:310-***-****

Email: ad30yn@r.postjobfree.com

Athan Zes

Commercial Banker at JPMorgan Chase Bank, N.A

Mobile: 562-***-****

Email: ad30yn@r.postjobfree.com

Elizabeth Perez

Vice President, Business Relationship Manager

JPMorgan Chase Bank, N.A. Business Banking

Mobile: 562-***-****

Email: ad30yn@r.postjobfree.com

Felipe Segovia

Building Regulations Administrator-City of Torrance Mobile: 310-***-****

Email: ad30yn@r.postjobfree.com

Harout Dedeyan

PRINCIPAL-ROTTET STUDIO

Mobile: 213-***-****

Email: ad30yn@r.postjobfree.com

Dr. Ramin M. Roohipour, MD, FACS, FASMBS

Owner-Torrance Surgical Alliance & R&R Surgical Institute Office: 310-***-****

Email: ad30yn@r.postjobfree.com

NOTE: Torrance Surgical Alliance & R&R Surgical Institute-signed NDA and Severance Agreements. Copies of the agreements can be presented upon request.

Contact this candidate