Executive Vice President and Chief Financial Officer for UC Health since 2010, and UC Physicians since 2011. Served as the Interim Chief Executive Officer for UC Health’s predecessor company, the Health Alliance of Greater Cincinnati, since 2009, also served as the Health Alliance’s Chief Financial Officer since 2008. Prior to these roles he was Vice President of Finance for University Hospital Cincinnati from 2005 to 2008. Mr. Hinds was Vice President of Finance and Operations for Fort Hamilton Hospital from 1995 to 2005. He also served as President and CEO of the Fort Hamilton Healthcare Corporation from 2004 to 2006, and its CFO from 1998 to 2006. Mr. Hinds spent ten years in the health insurance industry prior to moving to the healthcare industry in 1995. Mr. Hinds earned his bachelor’s of business administration in accounting from the University of Cincinnati in 1982, and became a Certified Public Accountant in 1985. In 2011 Mr. Hinds’ achievements and healthcare industry contributions were recognized when he was honored as the Cincinnati Business Courier’s CFO of the Year. He has been a member of various professional associations and served on numerous community and healthcare boards. A life-long resident of Cincinnati, Mr. Hinds is involved in many community and civic activities, has served as an expert presenter in several educational forums, has been married to his wife Linda for 30 years, and has four children. Specialties:Board relations, financial leadership, financing, mergers and acquisition, negotiations, competitive analysis

Executive Vice President and Chief Financial Officer @ Responsible for the overall financial leadership of the system in addition to information technology, legal, human resources, marketing and supply chain. Instrumental in the initial development of the UC Health corporate organization and governance structure. Initiated a performance improvement plan for UC Health, utilizing external consultants that realized $30 million of annualized savings for the system, including operational savings in the business units, shared service right-sizing, and revenue enhancements. Established the permanent capital structure of UC Health with a new $209 million tax-exempt bond issue. Initiated the conversion of IT systems to the EPIC electronic health record, providing better information flow between the ambulatory and inpatient areas, as well as driving higher-quality outcomes. Part of core team that accomplished the integration of UC Physicians and UC Health into a combined hospital/physician organization. Negotiated the purchase of a healthcare campus in Clifton to be used for future strategic development. Stabilized the Drake Center finances by disaggregating the business, transforming the cost structure and revenue processes, and selling certain components of the business, reducing losses to a sustainable level. Negotiated the sale of several large primary care physician groups. Part of a team that creatively expanded bed capacity across the Clifton Campus at a fraction of the cost to build new beds. In late 2011 achieved an upgrade in the outlook on UC Health’s bonds to “Positive” from Moody’s, and in early 2012 received a similar upgrade in outlook to “Positive” from Standard & Poor’s. From 2010 to Present (5 years) Acting Chief Executive Officer @ Responsible to the board of directors for the overall leadership of the health system. Maintained overall system performance metrics (financial, quality, patient satisfaction, etc.) during period of heavy transition of members out of the system. Awarded Thompson Reuters recognition as one of the top ten systems in the Country for overall quality based on a data-driven analysis of over 250 health systems. Successfully spun-off the Jewish Hospital and the Fort Hamilton Hospital, including negotiating a financial settlement agreement, transition of services agreement, pension spin-offs, a malpractice run-out agreement, and a $174 million bond restructure with several related SWAPs, including negotiating a new $69 million total return SWAP. From 2009 to 2010 (1 year) Executive Vice President and Chief Financial Officer @ Responsible for overall financial leadership of the health system. Finalized settlement agreement with Christ Hospital as they separated from the system, including accomplishing a pension spin-off, malpractice run-out agreement, and a $62 million bond restructure with several related SWAPs and covenant waivers. Administered the transition of services agreement related to the transfer of the St. Luke hospitals to the St. Elizabeth Medical Center, and accomplished a pension spin-off and an $82 million bond restructure including satisfying related SWAPs and covenant waivers. Accomplished a financial turnaround to move from being over $20 million behind plan after eight months, to finishing the year on budget. From 2008 to 2010 (2 years) Vice President of Finance @ Responsible for the financial leadership, direction, and operations of University Hospital and member of the senior management team. Responsible for economic and funds flow arrangements with University of Cincinnati Physicians, University of Cincinnati and the College of Medicine. Oversee on-site financial operations such as registration, coding, medical records, analysis and budgeting, and coordinate offsite functions such as billing and reporting. Major accomplishments include: substantial strengthening of finance staffing, increased patient throughput, formalization and substantial improvement of relationship with the University of Cincinnati, enhancing capital and operating budget process, implementation of detailed program financial reporting to help set strategic direction, involvement in arrangements for several key recruitments, improved operating results despite increases in education and research support and a decrease in community support for indigent care programs. From 2005 to 2008 (3 years) President and Chief Executive Officer @ Appointed CFO in 1998, and promoted to CEO in 2004. Responsible to the board of directors for the leadership, direction, and operation of the parent corporation, its subsidiaries and affiliated organizations. Major accomplishments include: Completion and implementation of a strategic planning process, leading turnaround of the Butler County Community Health Center (unaffiliated safety net provider in Hamilton and Middletown - developed a sustainable funding mechanism and eventually obtained FQHC status) and successfully completing a $16 million fundraising campaign to expand the hospital. Resigned from this position a few months after taking the promotion to Vice President of Finance for University Hospital in Cincinnati. From 1998 to 2006 (8 years) Vice President of Finance and Operations @ Hired as Director of Finance in 1995, promoted to Vice President of Finance in 1998, and Vice President of Finance and Operations in 2000. Responsibilities included all facets of hospital finance and accounting. Consolidated managed care contracting, financial reporting & audit, cost reporting, payroll, payables and tax functions into the Health Alliance in 1998, IT and billing & collection function in 2001, and wound down PHO and physician management operation which were duplicative of Health Alliance entities. Throughout this time period, role was expanded beyond traditional finance to include operational responsibilities of the hospital. Responsible for Cardio Vascular Services, Laboratory, Pharmacy, Physical Medicine and Rehab, Plant Operations, Environmental Services, Food & Nutrition and Materials Management Security, Occupational Health, Community Health Programs, External Benchmarking, Management Engineering, Telecommunications, Physician Billing, Rental Property, EAP Services, Medical House Calls, and Construction Management. Major accomplishments include: key member of the team that lead the strategic effort that brought Fort Hamilton Hospital into the Health Alliance, improving profitability and productivity, increasing market share, added several new services & businesses, part of team that managed days of accounts receivable down to a benchmark level, various bond financings and maintaining rating agency relationship, acceleration of financial close by two weeks, several successful managed care and PHO contract negotiations, development of key physician partnerships and joint ventures, managing 40% growth when only competitor closed with 3 weeks notice, 50% expansion of the Emergency Room, addition of a two-story wing to accommodate a new ICU and centralize critical outpatient services, and lead conversion of diagnostic catheterization lab into an interventional catheterization lab. From 1995 to 2005 (10 years) Director of Financial Reporting and Analysis @ Hired by Community Mutual Blue Cross and Blue Shield, predecessor to the current Anthem Insurance Company, as a senior financial analyst in 1986, promoted to accounting supervisor in 1988, accounting manager in 1990, and director in 1992. Responsible for all financial reporting and analysis, including internal reporting, external reporting, regulatory reporting to the Department of Insurance and elsewhere, and audit. Major accomplishments include: numerous improvements in reporting and ledger account reconciliation, start up of Community Mutual’s HMO - Health Maintenance Plan, conversion of general ledger to PeopleSoft, and the Hart-Scott-Rodino filing associated with the Anthem merger. From 1986 to 1995 (9 years) Controller @ Responsible for all facets of accounting, including maintaining books, financial reporting, tax, audit, cash management of the four location operation. Key member of the team that opened two new locations. From 1985 to 1986 (1 year) Staff Accountant @ Hired as a cook to work through High School and College. Upon graduation promoted to staff accountant in 1982. Responsible for the accounting and financial reporting of 30 company-owned and 5 franchised locations. From 1976 to 1985 (9 years)

BBA, Accounting @ University of Cincinnati Rick Hinds is skilled in: Mergers, Finance, Start-ups, Budgets, Competitive Analysis, Healthcare, Mergers & Acquisitions, Hospitals, Cash Management, Leadership, Strategic Planning, Healthcare Management, Human Resources, Executive Management, Management, Fundraising, EHR, Analysis, Process Improvement, Sales, Financial Reporting, Strategy, Accounting, Negotiation, Integration, Auditing, Insurance, Program Management, General Ledger, Accounts Receivable, Financial Analysis, Business Strategy, Marketing, Contract Negotiation, Accounts Payable, Managed Care, Payroll, Physicians, Account Reconciliation, Financial Modeling, Revenue Cycle, Healthcare Industry, Revenue Cycle Management, Managerial Finance, Medicare, Healthcare Consulting, Physician Relations