With 30 years of both clinical and healthcare executive experience, Don has worked closely with patients, clinicians and payers in settings of community hospital, regional integrated delivery network and multi-state healthcare systems. He has led two national healthcare outsourcing companies and now leads a provider based state-wide Accountable Care Organization. His business knowledge and his consensus building skill help client organizations solve clinical and administrative business issues related to healthcare reform.

President and CEO @ A statewide provider based, physician led Clinically Integrated Network (CIN) and Medicare Accountable Care Organization (ACO) focused on accelerating the improvement of the quality, service and cost of healthcare in Kentucky and surrounding areas. Ranked in 2013 by Modern Healthcare as Top 20 ACO in the country, the team is now focused on: 1) rapidly expanding provider membership 2) partnering with Post-Acute Providers 3) optimizing Care Management 4) contracting with all payers in Kentucky and surrounding areas. From September 2012 to Present (3 years 4 months) Louisville, Kentucky AreaPartner @ A consulting group focused on implementing Clinicall Integrated Networks (CIN), Accountable Care Organization ((ACO) and other healthcare business plans. The firm's business knowledge and skill help rapidly build consensus and move client organizations to business solutions in the new era of healthcare reform. From October 2010 to September 2012 (2 years) CEO @ $100 million national healthcare management company specializing in care management, quality management and information management services to commercial, state and federal clients. A sample scope of clients and projects include:  Medicare (CMS) - national Quality-Net infrastructure, public report cards (Hospital Compare), knowledge transfer tools and pay-for-performance (PQRI) and Value Based Purchasing.  Agency for Healthcare Research and Quality (AHRQ) - standards and infrastructure to support the national patient safety organization (PSO)  State of Iowa - Medicaid medical and disease management service  State of Oklahoma - Medicaid clinical integration program (pay-for-performance)  Iowa and Illinois - Quality Improvement Organization  Major metropolitan city - managed its self-insured healthcare costs From 2004 to 2010 (6 years) CEO @ USA and Canadian Healthcare IT consulting and outsourcing firm. The Chicago based company served more than 45 healthcare and service organizations in the US and Canada. The client base was highly varied including a rural hospital, 1,200 bed Canadian university medical center, a public county-owned health system, for-profit hospital chain and a large state medical association. From 2001 to 2004 (3 years) System Vice President, Division President and CIO @ $2 billion healthcare system that was recognized for its performance in 2002 with the first healthcare Malcolm Baldrige National Quality Award. The System included more than 20,000 employees at 20 hospitals and 27 operational sites in five states. Operated a diverse business division serving internal and external clients. A sample of project scope include: • System-wide conversion from unique proprietary software and hardware, to enterprise-wide standards • System-wide Data Repository developed for clinical and financial benchmarking and improvement • Central purchasing for $300 million annually of products, services and capital equipment • SSM Centralized Clinical Engineering Service developed; expanded to external clients • Implemented clinical engineering ‘2nd Opinion’ service to optimize capital equipment purchases • Standardized physician contracting process, reducing errors, time and cost • In-sourced management of 12 hospital based home health agencies and hospice programs • JCAHO Information Management manual to fast-track new standards implementation. • Gartner Group Top 10th percentile worldwide Information Center Efficiency rating • KPMG “The Best System-level Material Management Program” Award - 1998 From 1989 to 2000 (11 years) Vice President @ $400 million integrated health system involving 3,000 employees, 230 group practice physicians and a 135,000 member HMO/PPO. A sample of project scope includes: • Initially turned around a Respiratory Therapy department, then merged and lead multi-therapy division • After MBA, oversaw strategic plans, key projects and governmental relations during a critical phase of industry change toward Value Based Purchasing and Clinical Integration • Business acquisitions (e.g. MD practices, a hospital, ambulance service, nursing home) • Nine Certificate of Need (CON) projects including Open Heart Surgery, Level I (highest) Trauma Center, Inpatient Mental Health, Physical Rehabilitation. • Interim hospital president, nursing home director, surgery director and retirement center director • Inter-organization IT Steering Committee From 1989 to 1999 (10 years)

MBA, Business Administration and Management, General @ University of Illinois at Urbana-Champaign From 1982 to 1984 BA, Psychology @ Olivet Nazarene University From 1969 to 1973 Don Lovasz is skilled in: Healthcare Management, Healthcare Information Technology, Strategic Planning, Hospitals, Healthcare Consulting, Team Building, Quality Improvement, Public Speaking, Process Improvement, Leadership, Executive Management, Non-profits, Healthcare, Program Management, Medicare