Chief Financial Officer

JOEL HOLLAND SNOOK, CPA

St. Pete Beach, FL 727-***-**** ****.*****@*****.***

PROFESSIONAL EXPERIENCE:

January 2023 to July 2024: North Shore Medical Center, Miami Fl and Florida Medical Center, Lauder lakes FL

Chief Financial Officer

Hired to turnaround two aging acute care hospitals purchased by Steward Healthcare from Tenet Healthcare.

Full budget preparation for both facilities.

Review of all service lines to make decisions on growing or closure of the service line.

Responsible for all financial functions and Revenue Cycle operations along with several ancillary departments.

December 2020 – January 2023: Strategic Healthcare Advisors, Kansas City, MO

Consultant

Strategic Healthcare Risk & Financial Advisor to Hospitals, Muti-Specialty Physician Groups and FQHC organizations with carefully designed programs that reduce cost and increase reimbursement.

Interim Special Projects CFO, Singing River Healthcare, 06/21 – 11/21. Three hospital system located in Pascagoula, Gulfport and Ocean Springs Mississippi. Integrated three newly purchased large specialty practices into hospital system.

Interim CFO CHS Shorepoint Health Venice Hospital, 11/2021 – 2/2022

Interim Corporate CFO Neuropsychiatric Hospitals, 03/2022 – 08/2022. Seven behavior health hospitals in Texas, Indiana and Arizona, private equity owned. Two new hospitals in development and in process of opening.

Interim Corporate CFO, Olgethorpe, Inc., 08/2022 – 12/2022. Seven behavioral health hospitals in Florida and Ohio.

August 2019 – December 2020: Health Care District of Palm Beach County, West Palm Beach, FL

Chief Financial Officer

Executive Financial Management over Lakeside Medical Center with a 70 bed critical access hospital, Edward J Healy Rehabilitation, a 120 bed long term care facility, TramaHawk Air Ambulance two trauma transport helicopters, C.L. Brumback Clinics with eight freestanding and three mobile FQHC clinics serving Palm Beach Count and 200 school nurses serving 170 public schools in Palm Beach County.

implemented new revenue cycle processes which culminated in millions of dollars of additional cash collections over previous years.

Initiated and applied for COVID Reimbursement through the "Care's Act" which culminated in $29 million dollars in additional government reimbursement for the organization.

Renegotiated contracts for external audit and leases that resulted in substantial savings for the organization.

Actively pursued expense reduction in all business units to reduce hundreds of thousands of dollars in excess expenses and waste.

July 2017 – January 2019: Diagnostic Clinic Medical Group, Largo, FL

Chief Financial Officer

80 Physician multi-specialty group practice at two main campuses and with a total of five locations in Pinellas County.

Significantly reduced operating expenses since joining the practice in all areas of the clinic.

Major implementation completed to outsource revenue cycle with greatly reduced A/R days, better collections and contract management.

Implementation of new ACO contract with first years shared savings of more than $2,000,000 in revenue.

Implementation of several new managed care contracts to grow referrals and profitability.

April 2012 – July 2017: Westchester Healthcare Network, Miami, FL

Chief Financial Officer

Two hospital system, Westchester General Hospital (125 bed medical surgical hospital) and Southern Winds Hospital (75 bed adult and adolescent psychiatric hospital).

Recruited to correct financial issues and re-implement the overall HMS computer operating system. Re-implemented HMS system within the first three months correcting major errors in mapping of charges, billing problems and accounting functions thus realizing millions of dollars in charges and increased reimbursement.

Reviewed prior year Cost and ACHA Reports with major corrections for past years that increased reimbursement for DSH and medical education expense by over $1,000,000.

Worked closely with Case Management to reduce hospital ALOS and increase reimbursement with better physician documentation by implementing a certified documentation specialist program and querying physicians. Reduced consultant cost by $468k annually. Implemented case management in the ED and computerized Interqual Criteria for case management to streamline admission status.

Evaluated all network operational contracts reducing cost significantly in all areas. Three major contracts were new anesthesia contract ($430k annual savings), new ED contract ($392k annual savings) and implementation of new phone system ($250k annual savings).

Reviewed existing managed care plans and found hospitals were dependent only on traditional Medicare and Medicaid programs. In first twelve months, contacted and negotiated with fifteen major managed care plans for Westchester General and Southern Winds Hospitals increasing patient volume and revenue.

System went from a negative margin from start of employment to over a 10% EBITDA margin in two years

July 2010 – November 2011: Arrowhead Hospital, Glendale, AZ

Chief Financial Officer

Recruited to the CFO position for Vanguard Healthcare a for-profit hospital to manage financial operations of their best performing Phoenix hospital in the Abrazo Healthcare network. Arrowhead Hospital is a 220-bed national award winning hospital.

Proposed and actively worked with business development management of Abrazo on business building strategies (i.e., Assisted Living Facilities Marketing Program, ED, Pharmacy Program, and Occupational Medicine Program) to increase volume and revenue at all Abrazo healthcare facilities.

Completed financial analysis, proposed and initiated a region-wide Occupational Medicine Program that will be implemented at all Abrazo facilities ED’s to establish direct contracting with local employers.

Organized Case Management Program to maintain Hospital ALOS below national standards and increase case mix and reimbursement.

Directed efforts to reduce cost across all areas of Arrowhead Hospital to maintain previous year’s margins in the face of decreased reimbursement from AZ state AHCCCS Medicaid plans.

November 2008 – June 2010: OMNI Health Management, LLC, Coral Springs, FL

Corporate Chief Financial Officer

Corporate CFO position for OMNI Home Care, Inc., Multi-state Home Health provider in five states with 34 offices and gross revenues of $77 million.

Worked cohesively with Private Equity Partners Goldman Sachs and MBF Healthcare Partners in presenting financial information to board and banking relationships.

Worked cohesively with CEO to reduce costs and reorganize accounting department. Corrected accounting processes that increased EBITDA more than $1,000,000 first year.

Developed new revenue sources through aggressive managed care analyses, acquisition, and contracting.

Implemented cost savings initiatives that greatly impacted the bottom line and maintained debt covenants.

Renegotiated vendor contracts and brought services inhouse reducing cost first year cost over $500k.

September 2006 – June 2008: Senior Home Care, Inc., Clearwater, FL

Corporate Chief Financial Officer

Recruited to the corporate CFO position for Senior Home Care, Inc., the largest Medicare Home Health provider in Florida and Louisiana with 39 branch offices and gross revenues of $123 million.

Worked closely with PE groups Oaktree Capital and MTS Health Investors for Senior Home Care to purchase Synergy Home Care, a 17 branch office home healthcare business in Louisiana. Recapitalized debt during the purchase of Synergy Home Care.

Worked cohesively with the new CEO to reduce costs and consolidate Synergy Home Care IT services, financial, and billing processes into Senior Home Care corporate offices in Clearwater.

Negotiated and initiated implementation of a new clinical and billing computer system Healthwyse in January 2007. New software implementation brought efficiencies to clinical care givers through handheld technology.

Implemented financial reviews at all branch offices with administrators to reduce overall field cost. Developed individual office budgets for the first time during 2007. Educated administrators for the first time on financial review and budgeting process.

Developed new revenue sources through aggressive managed care analyses and contracting.

Implemented cost savings that maintained debt covenants for Senior Home Care.

Implemented a thorough billing review and rebilled over $500k in revenue.

August 2005 – September 2006: Southeast Baptist Hospital, San Antonio, TX

Chief Financial Officer

Recruited to the CFO position for a Vanguard Healthcare for profit hospital to correct financial and operational problems with a low performing 150 bed hospital. Started position with ($2 million) 1st Qtr. EBITDA loss and ended first year within budget compliance and $10 million EBITDA.

Developed 2008 financial proformas to present to an investment group on the construction of $ 150 million 175-bed state-of-the-art replacement hospital which could be expanded to accommodate up to 425 beds.

Decreased base line expenses in all clinical areas to improve monthly financial performance. Reduced more than $1,000,000 in expenses during the first six months of operations in 2006.

Installed an EMTALA compliant triage program to reduce non-emergent self-pay business and reduce bad debts.

Strategically integrated hospital departments by eliminating non-performing departments and reducing overall expenses.

Developed reportable statistics on utilization patterns to educate physicians on correct utilization of hospital services for more efficient and less costly use of inpatient services.

Worked with the CMO and medical staff to reduce over utilization of inpatients CT and MRI usage.

Implemented a corrective strategy to oversee case managers and aggressively reduced ALOS by over 4 days.

Strategically integrated hospital departments by eliminating non-performing departments and reducing overall expenses.

Offered promotion to Northeast Baptist Hospital in San Antonio a 350 bed hospital but returned back to Florida for family reasons.

June 2002 – August 2005: JHS Financial Services & Consulting, St. Petersburg, FL

Owner

Owner of JHS Financial Services specializing in Commercial Real Estate and Personal Financial Planning.

Consulting for several California hospitals to increase operational efficiencies, cash flow and return on investments. Developed pricing models. Worked with case management and utilization review departments to determine cost reductions available during service delivery.

Consulting for medical practices on HIPAA compliance, billing and collections, HMO/PPO contracting, insurance needs and operational concerns.

Worked with several large physician practices and healthcare organizations in retirement plan reviews and 401(k) proposals.

Real Estate work on relocation and new physician office development.

September 1999 – June 2002: Hospital Housekeeping Systems, Largo, FL

Corporate Chief Financial Officer

Hospital Housekeeping Systems managed environmental services as an employee staffing organization for hospitals and school districts in eleven states with over 4,500 employees with gross revenues of $68 MM.

Increased revenue through business development activities.

Reduced overhead costs by implementing new IT networks and accounting systems.

Developed marketing plan to capitalize on increased reimbursement methodology from outsourcing ancillary hospital services to impact MSA average wage rate.

Responsible for accurate and timely submission of financial reports to Board of Directors and worked with banking institutions to increase line of credit from $350,000 to $1,250,000.

Implemented self- insured workers compensation and safety program, which reduced annual cost experience of workers compensation from $2.3 million to $700,000.

Substantially reduced sales tax liability of $2,500,000 by use of Florida Department of Revenue Amnesty Program.

May 1998 – September 1999: PHYCOR, Tampa, FL

Executive Director and Chief Financial Officer

Chief Financial Officer of St. Petersburg Suncoast Medical Group – 100-physician multi-specialty group.

Promoted within the first five months to Executive Director of Phycor First Physicians Care Tampa Bay a multi-specialty group of sixteen offices in October 1998.

Developed strategic plans and growth initiatives for sixteen primary care and urgent care physician offices that were owned by Phycor, Inc.

Directed real-estate professionals and contractors to identify sites and construct urgent care facilities in the Tampa Bay Area.

Increased revenue and cash flow by renegotiating managed care contracts. Developed pricing models for both capitated and traditional HMO/PPO plans.

Daily management of operations and direct supervision of over 350 employees and 49 physicians.

Positioned physician offices for eventual sale back to physicians and other companies, which reduced Phycor monthly losses by $200,000 per month.

1987 – 1998: Acute Care Hospitals and Special Services

Chief Financial Officer and consecutively promoted to larger responsibilities of executive level management positions within the three merged healthcare corporations of HCA Healthcare, Health Trust Inc. and Columbia HCA Healthcare.

Chief Financial Officer, Columbia Co. Care & Physician Services, Florida Group, Tampa, FL (July 1996 – May 1998)

Promoted to State CFO position to develop and implement statewide Management Service Organization, (MSO), which provided accounting expertise, centralized billing and collection services to over 300 employed and managed physician practices.

Identified 35,000 sq. ft. office complex and negotiated lease, planned space and managed contractors during build out of office building to accommodate national MSO initiative.

Coordinated consolidation of physician practices into MSO with 65 Columbia hospitals in Florida.

Implemented Company Care, a comprehensive Occupational Health Program state-wide at each Florida Columbia/HCA facility.

Developed workers’ compensation outcome studies to demonstrate better employee health outcomes, lower cost and improved customer service satisfaction for corporate clients of the Company Care Occupational Health Program.

Negotiated statewide workers’ compensation managed care contracts with large statewide employers and insurance entities for Columbia Healthcare Company Care program.

Worked closely with case managers to reduce cost to corporate clients.

Chief Financial Officer, Columbia Edward White Hospital, St. Petersburg, FL (September 1993 – July 1996)

Promoted to Florida to correct lower performing hospital that was scheduled for closure if it could not be turned around.

Increased administrative responsibilities to include niche products such as workers’ compensation programs and rehabilitation departments.

Implemented a corrective strategy to oversee case managers and aggressively reduced ALOS by over 7 days.

Managed two large medical office buildings, negotiating leases with physicians and managing contractors for office build out for new tenants.

Expanded Occupational Medicine program “Company Care” to 300+ direct employer contracts and $15 million of hospital net revenue.

Company Care program installed in Tampa Bay Region and then state-wide based upon stellar performance. In one year, Columbia/HCA had 35% of the market share in Florida Occupational Medicine utilizing their hospitals.

Edward White Hospital was repositioned within Columbia nationwide ranking from 303rd to 13th of all hospitals in operational productivity, with increased earnings 94% over previous year 1995 with a 30% EBITDA margin.

Chief Financial Officer, Hendersonville Hospital, Hendersonville, TN (September 1989 – August 1993)

Administrative responsibility of ancillary services and professional medical office building lease space of approximately 110,000 square feet.

Purchased and integrated one of the first hospital based home health agencies in the company.

Identified site and worked with physician group to develop an office in an adjacent community.

Started a regional collection agency that reduced both A/R days and bad debt with a reduction in collection fees regionwide of over $2 million the first year.

Managed HMO/PPO contracting and annual audits to increase reimbursement.

Maintained the joint venture arrangement between the hospital and physicians and eventually developed an aggressive plan to end the joint venture in order to reduce annual hospital expenses in excess of $500,000.

Awarded Health Trust’s “Chief Financial Officer of the Year in 1991”.

Hendersonville Hospital transformed from low margin hospital to one of the top hospitals in the company with a +30% EBITDA margin.

January 1987 – September 1989: HCA largo Medical Center

Controller/Assistant CFO

Hired to manage the financial department for the number two hospital in HCA Healthcare.

Managed accounting staff completed annual budgets, monthly close and cost reporting.

Promoted to Hendersonville Hospital as the youngest hospital CFO at the time in HCA.

January 1985 – January 1987: Price Waterhouse, Tampa, FL

Senior Auditor

Position required senior work on both interim and year end audits of various large corporate clients including manufacturing and health care.

Handled a variety of special projects including audit work on Initial Public Offerings and Private stock offerings of various companies.

EDUCATION:

M.Acc – Florida State University, December 1984

B.S. – Accounting, Florida State University, August 1982

CERTIFICATIONS:

Certified Public Accountant - Florida Certification

Certificate in Financial Planning, University of South Florida.

Certified HIPAA Professional – Completed HIPAA College Coursework

Assisted Living Facility Core Training for Florida ALF Administrator Certificate

Passed Florida Department of Elder Affairs - Assisted Living Facility Core Competency Test

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