THOMAS J. MALONEY, JR., CPA

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

Beavercreek, Ohio 45430

addxj8@r.postjobfree.com

Cell: 937-***-**** www.linkedin.com/in/tommaloney2

SUMMARY

A highly motivated Executive with extensive leadership in financial and operational performance. Member of executive leadership team, providing expertise in operational management, financial reporting, budgeting, forecasting, strategic planning, and policy and procedure administration. Broad experience in training, developing and mentoring staff. Significant public speaking experience, as well as extensive background in providing both written and verbal presentations to executive management, boards of directors, and audit/finance committees. Strengths include:

Financial Reporting

Budgeting

Forecasting

Treasury/Cash Flow Management

P&L/Balance Sheet Review

Operational Management

Strategic Planning

Staff Development

Executive/Board Level Presentations

Public Speaking Experience

Internal Controls

Policy/Procedure Administration

PROFESSIONAL EXPERIENCE

THE OHIO MASONIC HOME (Springfield, Ohio) 2016 – 2020

Chief Operations and Financial Officer

Responsible for the effective operation of this $40 million revenue non-profit corporation, with approximately 600 employees and 800 community members housed in three campuses throughout the state of Ohio. Directly responsible for all non-clinical operations of the organization to assure that the operating subsidiaries provide quality senior living, health care and other services while keeping with tradition and mission of the organization and ensuring that these operations are fiscally sustainable. This included responsibility for coordinating, administrating, and controlling the financial operations of the corporation including, but not limited to, treasury and tax functions, financing, forecasting, budgeting, and financial reporting. This also entailed implementing and assuring compliance with the established objectives, policies, and philosophies as directed by the CEO.

Lead the organization in driving a new cultural philosophy that fostered a much heightened sense of teamwork and idea/information sharing amongst all campuses and all team members

Drove a new performance and talent management process throughout the organization in order to better recognize and reward high performing employees, while also improving the talent bench strength of the organization

Developed and implemented, a strategic capital growth plan for the organization, including new construction on two campuses, renovation of existing facilities on one campus, downsizing strategies where appropriate, and the introduction of future potential acquisitive growth opportunities

Implemented surveys for both employee and community member satisfaction, which were previously not being measured. This will allow the organization to continuously track progress toward stated objectives of becoming both an employer and provider of choice

Increased total revenues for the organization by nearly $5 million (11%) over the course of a two-year period. During this same timeframe, controlled total operating expenses to zero increase, therefore improving operating income nearly $5 million during this two-year period

Created a plan to reduce the annual amount of on-campus charity provided to community members, while expanding the outreach of our overall charitable offerings in accordance with the organization’s strategic initiatives

Assisted in the execution of refinancing the organization’s debt ($68 million) in order to enhance annual cash flow, lock in the company’s fixed rate debt at a very lucrative interest rate, and ensure the company’s future ability to grow strategically

WILMERHALE (Dayton, Ohio) 2014 – 2016

Director, Billing and Collections

Responsible for all rate set-up, billing and collection activities, trust fund management, and reporting of financial status on individual client matters for this 1,600 employee (300 partners) law firm with $1.3B in annual revenues. Directly manage a staff of 45 individuals, including client rate set-ups, billing and collections, cash applications, and financial analysts. Prepare financial analyses, with accompanying recommended action plans, to the Firm’s Finance Committee. Work directly with the Firm’s Managing Partners to enhance collection opportunities while fostering client relations to promote future revenue growth opportunities.

Lead the Firm to its highest revenue year in its history, with lower collection staff headcount than historical levels, while worked hours for the attorneys remained virtually constant over the last several years.

Developed and implemented a plan that improved the timing of cash collections throughout the year, which allowed for additional investment opportunities for the Firm.

Implemented an inventory clean-up plan that yielded an increased focus on collectible inventory for the partners.

Created and implemented a strategy to centralize all UK billing and collection activities within the US Business Service Center resulting in an annual cost savings of approximately $250,000 with no decrease in service level.

Lead the Finance Team through a New Matter Management project that enabled maximization of cash collected per hour worked and improved the communications link between the partners and their clients.

PREMIER HEALTH PARTNERS (Dayton, Ohio) 2004 – 2014

Vice President of Finance, Premier Health Group/Premier Health Plan (2013-2014)

Responsible for all financial processes for two new legal entities for Premier Health Partners, supporting a new health insurance company anticipated to insure approximately 90,000 member lives. Provided monthly financial closing/reporting guidance and monthly presentations to Board of Directors and Executive Team. Developed annual budgets and five year forecasts. Provided technical advice on contract negotiations with physicians, third party facilities, and outside consultants. Coordinated filing insurance license applications along with inside legal counsel, outside legal counsel, and risk management groups.

Developed financial reporting structure for new legal entity within 45 days of position starting date.

Developed mechanism for reporting financial results to Board Members within 60 days of start date.

Developed internal control policies and procedures for Premier Health Plan in order to apply for insurance license with the Ohio Department of Insurance.

Worked with a team of inside staff, as well as outside consultants, to develop a three year pro forma financial model to accompany the Ohio Department of Insurance license application.

Provided financial guidance to executive management for physician network contracting process.

Coordinated establishment of a product line reporting structure for the new Premier Health Plan entity for the budget and five year forecast cycle with a matrix team from Premier’s Corporate Accounting, Finance, Treasury, Budget, and Human Resource departments.

Vice President and Chief Financial Officer, Atrium Medical Center (2007-2013)

Responsible for all financial related activities for this 328 inpatient bed hospital with approximately 1,800 employees and approximately $250M in annual revenues, including oversight of monthly closing process along with matrix team from Premier Health Partners’ Corporate Finance Team and monthly financial reporting to the Atrium Executive Team. Presented all bi-monthly financial presentations to Finance Committee and Board of Directors. Produced variance reporting and analysis for Directors and Managers. Produced annual budgets and five year forecasts. Tracked capital budgeting and capital acquisitions. Managed cash flow, facilities, physician contracting, and business development contracting and analysis.

Key leader of a two-year process that improved financial performance by $24M.

Led a team in refinancing $100M in public bonds to achieve favorable interest rate structure.

Member of team that rolled out productivity improvement program which resulted in a reduction to overall headcount by over 100 FTEs over 12 months, without negatively impacting patient satisfaction.

Reduced headcount and associated labor cost of finance department by approximately 30% without a reduction in services provided or service levels to user departments.

Established a process to control capital spending by nearly 50% in order to improve cash flow available for operations and business development opportunities.

Persuaded Executive Team to change primary financial measurement tool from operating margin to cash flow margin. Also implemented plan to increase cash flow margin to 15% from 10% within twelve months.

Contracted with ~25 new physicians/physician groups, which increased market share in Southwest Ohio.

Leader of team that consolidated outside warehouse space being utilized by all legal entities. This project resulted in >$250K savings annually.

Chief Financial Officer, Dialysis Centers of Dayton (2006-2007)

Leader of 12 personnel responsible for General Accounting; Payroll; Accounts Payable; Patient Financial Services; Annual Budget Preparation; Capital Acquisitions; Cash Management; and Medicare Cost Reporting.

Led project to identify optimal location to construct a new Greene County dialysis facility.

Renegotiated company’s line of credit arrangement to eliminate annual fees, eliminate annual audit/review requirements, and significantly reduce the number of financial covenants, saving ~$17K annually.

Renegotiated building lease for Greenville location, saving ~$18K annually (20% annual reduction).

Led conversion to a new standardized short term disability policy which mirrored parent company policy.

Completed project to automate productivity reporting utilizing payroll vendor. This allowed clinical managers to adjust scheduling for upcoming treatment volumes, providing significant labor savings.

Vice President of Revenue Cycle, Premier Health Partners (2005-2006)

Led group of ~500 personnel for Premier Health Partners, which consisted of Miami Valley Hospital, Good Samaritan Hospital and Middletown Regional Hospital (Atrium Medical Center), in the following functions: Patient Scheduling; Patient Pre-Registration and Registration; Billing; and Collections. Forecasted monthly cash receipts for all three hospitals, and tracked/analyzed quarterly and annual accounts receivable.

Established culture that empowered team to suggest process improvements in technology utilization and labor productivity/intensity, which helped decrease costs and improved customer satisfaction ratings.

Provided leadership during conversion to electronic medical records (EPIC), helping to identify potential patient satisfaction and employee workflow issues.

Led team in assimilating a Centralized Business Office (CBO) for scheduling, billing and collections.

Director of Financial Reporting, Good Samaritan Hospital (2004-2005)

Directed approximately 30 personnel in Financial Reporting and Analysis; Accounts Payable; Payroll; Cash Flow Management; and Capital Acquisitions and Analysis. Supervised all tax reporting functions, including sales/use tax, federal, state and local income tax filings. Oversaw day-to-day cash flow management activities and payroll processing for ~3,000 employees. Managed monthly consolidations and reporting.

Led change management process to improve talent level of staff and timeliness/accuracy in financial reporting processes. Achieved zero defect audit results in first year.

Initiated accounts payable scanning process which increased efficiencies and reduced headcount.

Led team in the consolidation of finance functions of three hospitals into a CBO.

Oversaw internal/external audit functions, including two annual financial statement audits, and DOL audits.

HUFFY CORPORATION (Dayton, Ohio) 2003 – 2004

Corporate Controller (2004)

Executive Financial Officer for publicly traded company with ~700 employees and $250M in annual revenues. Responsible for all external financial reports (i.e., 10-Q, 10-K, 8-K, Press Releases, etc.), including obtaining Executive Management and Audit Committee/Board of Director reviews and approvals. Oversaw external audit functions, including quarterly and annual financial statement reviews/audits, and Department of Labor audits.

Led Shared Services Functions in the Accounting, Accounts Payable and Billing areas.

Led process to outsource all tax reporting functions to ensure compliance and accuracy of tax filings.

Oversaw daily, weekly, monthly cash flow management of financially distressed corporation.

Director of Financial Reporting and Analysis (2003-2004)

Director of ~35 personnel in Financial Reporting and Analysis; Budgeting and Forecasting; Accounts Payable; Billing; and Payroll functions. Managed payroll for ~700 employees. Prepared external financial reports.

Integrated all back room finance functions, such as accounts payable and payroll, for Canadian subsidiary.

Revamped forecasting process so that the 12-month rolling forecast dove tailed directly into the annual budget preparation.

Oversaw monthly consolidation and reporting of a multi-divisional publicly registered corporation, including Canadian and European subsidiaries.

DAYTON SUPERIOR CORPORATION (Dayton, Ohio) 2001 – 2003

Corporate Controller and Treasurer (2003)

Assistant Corporate Controller (2001-2003)

Executive Financial Officer for publicly traded company with approximately $400M in revenue. Responsible for monthly consolidation of multi-divisional corporation, including Canadian subsidiary. Managed all monthly, quarterly and annual consolidated internal financial reporting. Prepared external financial reports, and managed external audit functions, including quarterly and annual financial statement reviews/audits, Internal Revenue Service audits, state and local income tax audits, DOL audits, and sales/use tax audits.

Coordinated and integrated financial processes for all mergers & acquisitions related activities.

Assisted in original Hyperion Enterprise implementation and oversaw daily operation of Hyperion systems.

Managed periodic and annual DOL and ERISA filings for 401(k), pension and Health & Welfare plans.

Managed all internal and external treasury reporting on a monthly, quarterly and annual basis.

ARTHUR ANDERSEN LLP (Dayton, Ohio) 1993 – 2001

Audit Manager (1998-2001)

Audit Senior (1995-1998)

Audit Staff/Experienced Staff (1993-1995)

Served as sole Audit Manager in Dayton office with oversight of approximately 15 staff and senior accountants.

Managed client portfolio of ~$1.5M in fees, including direct responsibility for billing and collection.

Portfolio consisted of both public and private companies, some with international operations. Industries included: automotive, manufacturing, retailing, and distribution.

Lead Audit Manager during start up phase of DMAX, Ltd., a diesel engine plant in Moraine, Ohio established as a joint venture between General Motors and Isuzu.

Became an expert in closing balance sheet audits and negotiations for mergers & acquisitions for my clients.

EDUCATION/TRAINING

B.S., Accountancy and B.S., Finance

Wright State University (Fairborn, Ohio)

LICENSURE/MEMBERSHIPS

Certified Public Accountant, State of Ohio

Member of American Institute of Certified Public Accountants

Member of Ohio Society of Certified Public Accountants

Board Member, Beavercreek Stars Youth Basketball Organization

Board Member, Ohio South Youth Sport Space

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