Profile: Healthcare operations management executive with 25 years experience of success in strategic planning, operations, business development, marketing, product development, consulting and implementation. Summary of Qualifications: Strong experience in multistate/site operations management including strategic planning, P&L responsibility (to $914M), budget development, business development, acquisitions, leadership (management of up to 1,200 employees), capital budgeting, marketing and product development Strategic thinker with entrepreneurial capabilities; effective leader of multi-disciplinary teams, excellent conflict management skills. Strong analytical, financial management, and problem solving capabilities. Very experienced in developing the plan to lead improvement, transition management, new product development and the integration of new company’s business model within an organization. Specialties: Physician Practice Management

Senior Vice President, Physician Services @ Brad Logan serves as Senior Vice President of Physician Services which includes: revenue cycle operations, physician recruiting, credentialing, central services, data metrics, strategic relationships, and quality reporting. From January 2014 to Present (2 years) Director @ Lead the consulting practice for physician practice consulting. Responsible for turnarounds of physicians operations and lead a team of consultants to provide management and consulting services to clients. From February 2013 to December 2013 (11 months) VP, Physician Practice Consulting @ Responsible for leading all the physician practice consulting for QHR, it's 150 managed hospitals and outside consulting to hospitals for physician practice operations. From September 2011 to February 2013 (1 year 6 months) Executive Vice President @ Recruited by the President of PivotHealth to develop and run the Physicians Services Company (PSC) Division, a new physician alignment strategic service model for hospitals: contracted with service providers, and marketed and ran the operations. Took a vision and created the strategic plan and budget for a new business model which created substantial turnaround improvement in physician operations for hospital clients. • Operational responsibility for all PSC businesses with specific oversight of: o Strategic Planning o Physician Practice Management o Revenue Cycle Management o Information Systems implementation o Financial Management o Personnel Management • Developed contracts with all services providers • Marketed and sold new outsourced business model to hospitals across the country • Developed and created strategic relationships with: o Tennessee Hospital Association o Georgia Hospital Association o Arizona Hospital Association o Currently in discussions with Kentucky, Texas, and Massachusetts • Worked with over 30 hospitals to improve their operations • Developed and was responsible for large corporate client projects: Brim Healthcare, Lifepoint, and IASIS From August 2008 to April 2011 (2 years 9 months) Chief Administrative Officer @ Hired by and Report to CEO of Vanderbilt Medical Group to manage the Operations of a 156 Physician Community Based Multi-Specialty Practice; All Business Development for the Market and to develop the management team capable of increasing profitability of this group.  Developed the Strategic Plan to increase the size, profitability and impact of the Community Based Practices for Vanderbilt Medical Group / Vanderbilt Medical Center  Operations Management of $165 Million in Revenue, 156 Physicians, 456 Employees in 27 different locations, 28 different specialties o Lead the Business Development for VMG Off-Sites o Grew the VMG business by 60% in 2 Years o Hired 24 Physicians o Acquired 2 Large Practice Groups (Negotiations on another Large Group imminent)  Increased Margin in Same Store Practices by 90.4% over previous year and 71% for total market  Reorganized Management to be better suited to manage a Large Distributed Operation, Facilities Management and Acquisitions / Assimilations – which are scaleable  Established an improved business model to encourage Vanderbilt core businesses to participate in an Off-Site Community Based Strategy  Developed a Process Improvement Team which better integrated the Vanderbilt EMR into Physician Practices as well as a more efficient staffing model  Developed an RVU Physician Compensation Model for all specialties - enhances productivity  Increased Patient Satisfaction10% from previous year  Increased Clinic Visits / Staff Ratio from 828 visits to 955 (15.3%) which is an indication of production improvement in the clinics - for the entire market.  Created a better mix of Primary Care and Specialty Businesses to enhance the margin of the overall Multi-Specialty Practice  Development of the Operating, Capital, Strategic Capital and Business Development Budgets and are on target with each from a margin perspective From October 2006 to July 2008 (1 year 10 months) Administrator @ Hired by and report to CEO and Department Chairman to assist in changing culture, reduce turnover, improve operations, work with Chair to develop strategic direction, and implement plans to improve the margin and plan for future growth  Operations Management of $17 Million in Revenue, 110 Employees and multi-site operation  Worked with Chair to develop strategic plan to department and begin to implement it components  Developed a positive culture for the department and employee enhancement  Negotiated deals for off-site practices and managed the contract development for all parts of the business  Responsible for the business plan development of VOIC as a potential technology transfer opportunity  Began the implementation of Star Panel in a department where it was thought not possible  Development of all marketing material for the department From September 2004 to September 2006 (2 years 1 month)

MBA, Business @ Belmont University - Jack C. Massey Graduate School of Business From 1990 to 1992 BSEE, Electrical Engineering @ Tennessee Technological University From 1983 to 1986 Associate of Science (A.S.), Mathematics @ Cleveland State Community College From 1981 to 1983 Brad Logan is skilled in: Strategy, Process Improvement, Healthcare, Strategic Planning, Leadership, Hospitals, Business Development, Management, Executive Management, Healthcare Consulting, Entrepreneurship, Healthcare Management, Consulting, EHR, Operations Management