REA A.

OLIVER (Pronounced Ray)

Presentation of Qualifications
(205) 937-2759 (Phone)
E-mail: ROliver@PPHSolutions.org

Birmingham, AL 35242
https://www.linkedin.com/in/reaoliver
C-LEVEL SENIOR HEALTHCARE EXECUTIVE
SUMMARY QUALIFICATIONS

Recent, in-depth experience in post acute delivery systems and population health management models.
Results oriented, transformative, diversified healthcare executive with greater than 30 years of senior management experience in
hospitals, post-acute care, senior living, non-profit Board leadership and professional practices in operational, consultative and
ownership capacities.
Experience in behavioral health and addiction management both inpatient and outpatient as a facility executive and as a regional,
multi-facility executive including two awards with national behavioral health companies as Administrator of the Year.
Extensive multi-unit, multi-facility, multi-practice development and leadership experience.
Both insurance industry network development and contracting, and provider managed care/insurer contracting expertise.
Ability to build high performing, committed teams for organizations.
Extensive physician and medical practice leadership, management, consulting and strategic focusing.
Consistent track record of revenue growth, reaching budgetary goals, enhancing customer service, and improving the quality and
caring of organizations at every level of my career.
Extensive experience in development, expansion and management of companies as a principal owner and CEO.
Significant experience as a Board Member with Multiple 501C3 organizations.
Extensive experience with revenue cycle management as consultant and practice manager.
PROFESSIONAL EXPERIENCE
Chief Executive Officer and Principal
PPH Solutions

Birmingham, AL
May, 2015-Present

PPH Solutions was founded in mid-2015. The company partners with healthcare organizations to care for their most chronic, complex
and vulnerable populations. We serve healthcare payers, employers with self-funded health plans, hospitals/health systems, physician
practices and patients and their families directly. Other than the typical responsibilities of a company CEO, I see my role as building
and guiding a team of professionals to help our clients transform their current fee-for-service delivery systems to a future
outcome/performance based healthcare system while improving the quality of life of their most chronically ill, medically complex
patients.
We are delivering chronic care management/care coordination services to physician practices with greater than 8,000
Medicare/MA covered lives resulting in improved receipts to practitioners and improved quality of life for patients. These
physician contracts were closed through the personal relationships I built with key executives and physicians in each practice.
I have assembled a highly qualified team of professionals who have successfully addressed each and every unique problem that has
been placed in front of this start-up company with the company closing in on company-wide breakeven within only eight months of
first substantial contract in January 2016.
We have a current consulting contract with the University of South Alabama Family Medicine Program to transform the delivery of
care for seniors using a Patient Centered Medical Home model with the goal of modifying residency training, enhancing patient
outcomes and positioning practice to perform well in a value based reimbursement model.
Conflicts with financial investors are spurring my consideration investor and/or employment options.
Practice Administrator
Senior Care of Alabama

Birmingham, AL
2013 2015

Managed this dynamic medical practice in Alabama focused solely on the elderly, which cared for seniors throughout the post acute
healthcare continuum with 10 providers, and services being delivered in 22 senior care communities and skilled nursing facilities.
President and I agreed on this short term relationship with the goal of working together to develop PPH Solutions.
Brought $200,000 in annualized non-fee-for-service income to practice in less than one year by taking advantage of the unique
expertise of practitioners, and successfully recruiting two new practitioners.
Successfully took practice through Stage 2 Meaningful Use for CMS resulting in over $100,000 in CMS incentives
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 Guided successful move to new offices with minimal disruption through highly structured transition plan.
Left practice to devote full time to PPH Solutions development.
Director of Operations-Eastern Division
Optum Complex Care Management (United Healthcare Subsidiary)

Brentwood, TN/Birmingham, AL
2011-2013

Responsible as a division Chief Operating Officer reporting to the division President for operations, development and support for all
former Care Plus operations to include new contract start-ups, system development and refinement, meeting corporate census and
revenue thresholds for programs, standardization of systems and processes, innovation projects and responsibility for a centralized,
100 FTE care management center that supported healthcare delivery programs in 25 states. TN/AL field operations were retained.
Actively participated in, and/or closed, successful contract negotiations and program implementations of new complex care
management programs for insurers and ACOs in six states totaling projected annualized revenue of $25 Million.
Developed comprehensive array of management tools for complex care management in all markets to improve census, standardize
reporting, and reduce delivery system identified problems.
Re-engineered processes, communications, workflow and job descriptions of care management center resulting in enhanced care
call performance, patient satisfaction and retention of staff.
Led TN market to best 2012 financial performance for all AmeriGroup contract markets by challenging, mentoring and supporting
delivery team at every step of the process.
Vice President-Alabama/Tennessee Operations
INSPIRIS/Optum Complex Care Management

Brentwood, TN/Birmingham, AL
2009-2011

Responsible for AL and TN operations for company that manages chronically ill and medically complex patient populations for health
plans. Originally hired by INSPIRIS to develop and manage Alabama market with major BCBSAL contract. INSPIRIS was acquired
by United Health Groups Optum division in 2011 and duties were expanded to TN operations. Two chronic care management
contracts in Tennessee involved Medicaid populations with AmeriGroup and United Healthcare.
Increased revenue by 400% and operating income by 500% from 2010 to 2011in AL market leading all markets in company.
Led INSPIRIS nationwide in professional staff retention in AL/TN with less than 5% annualized turnover-2010/2011.
Our team developed the highest patient/family satisfaction levels in INSPIRIS per satisfaction survey results in 2011at 95% positive.
Developed and implemented company-wide intensive training program on patient engagement and customer service that resulted in
an improvement in patient enrollments and reduced patient dis-enrollments by a combined 40% in a six-month period.
Alabama market led INSPIRIS 22 markets in revenue and profitability in 2011 for our Care-Plus program.
Chief Executive Officer and Principal
Mature Options, LLC Family of Companies

Birmingham, Alabama
1999-2009

Development, ownership, management and fiscal responsibility for an integrated senior living company that grew to 8 licensed
assisted living facilities, 4 licensed memory care units, two senior apartment communities, a private home care company and a
geriatric daycare program. Company assets were sold in 2008 and Mature Options focused on consulting and management contracts
in senior living thereafter.
Developed/licensed the first private home care program based out of an assisted living facility in GA in 2002.
Jointly developed, with Amedysis Home Health, a unique program to improve care and quality of life for residents while reducing
turnover that was duplicated by other small to medium size senior care providers in the state.
At its peak company employed 205 employees and had 345 total resident beds with greater than $16 Million in annualized revenue.
Company revenue growth averaged 35% per year from 2002 to 2009 through enhanced marketing, clinical approaches which
reduced resident turnover, development of unique programs such as geriatric daycare and private home care, and acquisitions and
leases of ALFs and Memory Care Units.
RNO Associates, LLC
Managing Member and Principal

Birmingham, Alabama
2008-Present

Medical billing and consulting company co-founded to provide management, consulting and medical billing services to small
physician and ancillary provider practices typically with annual receipts less than $2 Million.
Increased the monthly cash collections of one practice by 40% and another by 35% in a calendar year through focusing on
improving several key points in the practices revenue cycles.
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 Assisted a practice in reorganizing staff and job functions to save 30% in payroll expense.
Consulted on successful merger of two internal medicine practices with 14 Internists through a successful mediation process.
Company methodically studied and worked through the difficult CMS Part B preventive/chronic code sets to assure 98% collection
rates on these codes, a collection rate that few other primary practices had achieved.
Chief Executive Officer and Principal
Mature Options Business Coaching Services

Birmingham, Alabama
2003-2008

Partner in this company developed to provide business and executive coaching services for small/medium size businesses. Operated
this company concurrently with senior care company.
Assisted architectural firm in tripling contracts and revenue by thinking out of the box and reorganizing as a minority company.
Guided large United Methodist Church in reorganizing to reduce expenses by 22% in 6 month period w/o reductions in ministries by
shifting paid position duties to qualified, enthused church members as volunteers.
Assisted engineering firm survive and prosper during downturn in market when firm lost 50% in annual contracts by narrowing
breadth of contracts and focusing only on one highly profitable sector of company business.
Administrator-Long Term Acute Services
Lloyd Noland Foundation (Noland Health Services)

Birmingham, Alabama
1999-2000

Total operational responsibility for LTAC hospital as CEO in Montgomery, Alabama and for future LTAC hospitals to be developed.
Fiscally improved LTAC hospital in Montgomery enhancing annual operating profit by $750,000 in a 14-month period through
building referral base within community and relationships with medical staff.
Hired and guided excellent marketing team to more than double census of facility in 14-month period.
Left to start own company Mature Options, LLC due to delays in development of additional LTACs in Alabama.
Executive Director
Vencor, Inc.

Milwaukee, Wisconsin
1997-1999

Market Executive for two LTAC hospitals, five skilled nursing facilities (including a 700-bed facility), home care program,
rehabilitation services, two assisted living facilities and seven outpatient therapy clinics.
Reorganized, streamlined and integrated these facilities and services resulting in 30% reduction in total market expenses during 18
month period by uniting a disparate group of leaders in each of the facilities.
Worked with a team to successfully guide five nursing facilities through the transition to prospective reimbursement with Medicare
by developing specialists in each critical area of change required then empowering them to take charge.
Chief Operating Officer
Southeast Healthcare Associates

Savannah, Georgia
1996-1997

Total operational responsibility as manager and board member for a $75 million, 80 physician multi-site, multi-specialty practice
based in Savannah, GA and surrounding areas in Georgia and South Carolina.
Successfully guided practice through a comprehensive billing software transition.
Managed practice through cash flow crisis by enhancing collections, reducing expenses by 12% in a 12-month period and
negotiating new terms for long term debt with banking establishments.
Favorably re-negotiated greater than 20 insurance and managed care contracts resulting in improved reimbursement.
Guided a team that developed a self- funded medical insurance program for 250 employees saving $275,000 per year.
Administrator
Vencor Hospital OKC

Oklahoma City, Oklahoma

1994-1996

Total operational and fiscal responsibility as chief executive officer for this 80-bed LTAC hospital.
Built a management team that reduced the annual employee turnover of this hospital from 52% to less than 5% while increasing
customer satisfaction by 25% in a 6-month period on a quantifiably measurable basis.
Guided organization through the most successful JCAHO survey in Company history with a 100% grid score and commendation.
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 Met or exceeded budget 26 consecutive months through empowerment of management professionals in sales unique expense
management approaches and my focus on enhancing physician relations.
Ramsay Health Care

New Orleans, Louisiana

1989-1994

Vice President-Regional Operations

Senior officer for national healthcare company operating psychiatric hospitals, LTACs, physician practices and clinics, and an array
of behavioral health and rehabilitative services. Responsible

for participating in executive team that negotiated all national managed care contracts for company. Initially managed a division of
eight hospitals and 900 beds including acute, LTAC and behavioral health facilities then became the company officer responsible for
all clinics and physician practices throughout the country.
Expanded physician practice revenue and collections by 42% and 38%, respectively over a two- year period through focus on
professional relationships with hospitals, restructuring insurance contracts and establishing the new concept of behavioral health
service integration.
Participated on Risk Management Committee that implemented corporate compliance program and reduced malpractice and
general liability claim dollars by 40% in a two- year period.
Negotiated and implemented four successful university affiliation agreements with major universities.
Worked with local Administrator and other corporate staff on opening of the most profitable hospital in company history.
Administrator
Desert Vista Hospital (Ramsay Health Care)

Mesa, Arizona

Total operational responsibility for 120-bed hospital, associated outpatient clinics and managed behavioral healthcare plan.
Administrator of the Year for Ramsay Health Cares 22 hospitals in 1989 then promoted to Vice President.
Administrator
CPC Capital Hospital

Austin, Texas
1985-1989

Total management responsibility for development and operation of 130-bed psychiatric hospital reaching 95% occupancy within 18
months of opening.
Administrator of the Year in 1987 in Community Psychiatric Centers, Inc. with 34 hospitals.
Administrator
Scotland County Memorial Hospital and Nursing Center

Memphis, Missouri
1983-1985

Total operational responsibility for this 50-bed rural hospital, 120-bed nursing home and county owned ambulance service.
Other Career, Professional Highlights
Co-owner and property manager of several real estate apartment units peaking at 225 units in 2005.
Extensive consulting, strategic planning and organizational training projects as independent contractor from 1998-Present.
Active involvement as a Board member with greater than a dozen 501-C3 organizations over a 20-year period.
Adjunct instructor at Tri-State Institute in Birmingham instructing on healthcare management, medical billing and human anatomy
and physiology.
Certified mediator in Georgia mediating three cases in 2003-2004.

EDUCATION AND TRAINING

B.S. (Pre-Medicine)-University of Georgia-1978
Masters of Business Administration 1982- Georgia State University
Masters of Health Administration 1983- Georgia State University
MHA Administrative Residency at Erlanger Medical Center-Chattanooga, TN, 1983
Certification as Professional Mediator- 2000/2008
Trained as Business Coach-2003
Alabama Licensed ALF/SCALF Administrator 2000-2009
PROFESSIONAL AND PERSONAL MEMBERSHIPS AND AFFILIATIONS
Past Board Member Assisted Living Association of Alabama-2005-2006
Past Board Member/Chairman for Local Ombudsman Advisory Council of 4A Area Agency on Aging-2006
MGMA Past Member 1991-2006
Alzheimers Association Past Member and Chair in Multiple Locations
Big Brothers/Big Sisters Past Board Member in Austin, Texas in 1986
Asbury Career Ministry Mentor-Mentored 65 Professionals through Career Transitions 2007-2015
Current Board Member/Finance Committee-St. Martins in the Pines CCRC
Church Council Leader at Asbury United Methodist Church-2500 Member Church
Lay Leader for Asbury United Methodist Church-2012 and 2013
Current Group Leader at Church of the Highlands-Christian Mentoring for Men
Support Groups for Adult Children of Aging Parents-Multiple Locations
SAMPLING OF REFERENCES TO BE PROVIDED ON REQUEST
Terry Bridges-President-HCA Psychiatric Company (Former Direct Supervisor)
Scott Dillard-Director of Development, Montevallo University
Greg Browne-Former Ramsey Healthcare CEO (Former Direct Supervisor)
Joanne Russell-Vice President AMC Health (Former Colleague at Inspiris/Optum)
Brita Carhart, Senior Vice President-Optum (Former Colleague)
Carol Devol, Former Optum Regional President (Former Direct Supervisor)
Mark Lacey-United Methodist Minister
Terry Rogers- CEO of St. Martins in the Pines (Current Board Position)
Suzanne Owens-Executive Director @ Sozo Children
Ammar Aldaher, MD-Craddock Health Center (Current Client)
Tommy Sheehan-Practice Administrator Brewton Medical Center (Current Client)
Allen Perkins, MD, Chairman of USA Family Medicine (Current Client)
The following men have been in a weekly group with me for the past 7 years should you desire an attestation to my character!
Gary Few, Ed Caldwell, Ron Owens, Mark Bond, Mike Means, Billy Baxter, Jon Brennan, Rusty Favorite, and Dan Passan