JEFFREY S. LANG319 Hidden Cove Court • Keller, Texas 76248 • (205) 936-1335 • jeffreylang719@gmail.com

SE N I O R OP E R AT I O N S EX E C U T I V E

High performance, change-catalyst and cross functional leader proven to be adept in handling a broad range of disciplinesfueling proft and growth, solidifying care team cohesiveness and quality care through my unique experience in analytics, salesand healthcare. Engaging communicator excels in nuturing positive relations and aligning personnel with the processes tocultivate long term partnerships yielding high returns. Expert fnancial objectives analysis with deliberate proftability plans,securing growth. Quickly gains the trust, confdence and respect of key decision makers. Driven to produce excellence inhealthcare businesses with stand out quality care in the communities served and resource driven marketing accessibility.

__________________________________ Selected Accomplishments _____________________________ _______

Developed new hospice center focused business planning process increasing admissions and census by 12% over 4 year period. Task force worked to develop a best practices model for allowing the local management team led by the Clinical Director and Community Relations Director through the guidance of the Regional management team to build a plan each quarter that allows the clinical team to work with the marketing team on goals set for messaging, account calls, admissions and census. This increased communication and collaborative goals established a local ownership for productivity and a new sense of synergy within the local teams and throughout the company.

Boosted proftability through hospice center consolidation and signifcantly controlling staffng. Consolidated 12 hospice centers with an existing SouthernCare. Targeted 7 SouthernCare centers in Alabama after OIG settlement signifcantly impacted admissions throughout the state. Implemented a reduction in staff of 397 employees in 2009. These initiatives decreased the Alabama CAP liability from $16.5m to $10.3m in the frst year. 2013 Alabama CAP liability total was $104k.

Eliminated CAP repayment responsibility in 96% of SouthernCare centers. Restructured business plan focus to increased admissions with shorter length of stay. CAP repayment decreased from a $36.7m repayment debt down to $696k in 2013.

Restored compliance and fnancial stability to national hospice provider entering a 5 year Corporate Integrity Agreement with the Offce of Inspector General. Led Operations team through an annual audit focused on new admissions and long length of stay admissions. Industry average denial ranged from 13%-17% during this period. SouthernCare, Inc. frst audit showed a 4.9% denial leading to the fnal audit resulting in 0% denial specifc to new admissions. Increased admissions each of the 5 years through Admission Specialist and strict Corporate Compliance programs. Each year averaged 6.2% increase in admissions and increased of $24m in EBITDA.

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_______________________________PROFESSIONAL EXPERIENCE____________________________________

COMPASSUS October 2015- PresentBrentwood, Tennessee

Compassus is a nationwide network of community-based hospice and palliative care services including LifeChoice Hospice, Hospice Advantage and Signature. Based outside of Nashville, Tennessee, the company opened its frst hospice in 1979 and today operates more than 150 locations over 30 states across the United States.

President

Successfully integrated the Hospice Advantage locations into the Compassus operational model including a specifc focus on new systems for labor management and sales training. Develop and lead a divisional team including Vice President of Sales, Vice President of Clinical Operations, Division Analyst, Regional Vice Presidents of Operations and Regional Clinical Directors. Focus on developing strong local leadership through Executive Director and Director of Clinical Services roles to ensure excellence in foundational values referred to as “Pillars of Success”. These six pillars include: Regulatory Compliance, Colleagues and Culture, Quality Care, Service Excellence, Program Growth and Fiscal Responsibility.

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Key Results:

Operational lead in $250M acquistion and merger of Hospice Advantage into Compassus including all aspects of integration: structure, staffng, sales and billing.

Responsible for division performance with a net income of $131.8M on an overall company budget of $404M for 2016.

Introduced new labor management program to Hospice Advantage and LifeChoice programs resulting in a signifcant impact in CMHPPD decreasing from 1.73 in December 2015 to 1.64 in April 2016.

Ensured all sales representatives hired and trained to SPIN selling program. Introduced new developmental framework expectations set for each sales representative in attaining 10 admissions per month after 6 month orientation period.

Decreased CAP liability by 22.5% in focused state of Mississippi.

Exceeded budget for the frst time historically in Legacy Compassus programs in Texas and Louisiana Q1 2016.

Won National clinical excellence annual award in Mid Mississippi program May 2016.

Led two Executive initiatives focused on increased cultural excellence in Strategic Planning and Programs and Labor Management.

HOSPICE ADVANTAGE December 2014- October 2015Bay City, Michigan

Hospice Advantage has been providing end of life care, comfort and compassion for patients and their families since 2004. Serving 14 states and 66 locations throughout the midwest and southern United States including 3 homecare locations focused on palliative care. Hospice Advantage is Community Health Accreditation Partner (CHAP) accredited and has successfully developed speciality clinical programs focused on diagnosis specifc end of life care called the Journey Programs. Hospice Advantage has shown tremendous growth through a strategic regional acquisition plan increasing locations, census and revenue since 2013 and generated $129 million in proforma revenue for 2015.

Chief Operations Offcer

Led the Hospice Advantage team to develop an operational culture focused on growth through the working synergies of the local programs in both clinical operations and business development. Aligned local management teams in developing strategic business plans to address all areas of operational excellence including staffng, cost control, quality, marketing and sales development. Responsible for the direct supervision of the Regional Vice Presidents of Operations for 7 regions across 14states. Direct oversight for overall company P&L, budget development, census and admissions. Developed organizational structure to include Regional Vice President of Sales for each region and increased education and training of all sales and marketing team members. Report directly to the CEO and Board of Directors in New York City Sentinel Capital Partners).

Key Results:

Successfully worked with CEO and CFO in driving Hospice Advantage acquisition at a 10 multiple to Compassus two years earlier than targeted plan.

Increased Revenue from $111.6M in 2014 to $140M in 2015 through both organic growth and acquisitions.

Increased EBITDA year over year by 10% ending 2015 with $28M adjusted EBITDA through operational improvements.

Implemented a quality assurance program and bonus plan to increase quarterly audit score averages from 77.8% to 88.5%per program through Q3 2015.

Oversaw the development of new hire orientation and training program including an internal mentor program which improved admissions per sales representative from 4.5/month to 6.7/month. Increased senior sales team average admissions from 7.6/month to 8.5/month through training and improved strategic territory management process.

Increased admissions for the company from 5257 in 2014 to 6612 September 2015 or 25.7% through local program business planning and development.

Increased Average Daily Census (ADC) from 2154 in 2014 to 2718 in September 2015.

Successfully integrated 8 acquisitions and opened 3 satellite locations in 2015.

Implemented corporate based 24/7 on-call center in Bay City decreasing local on call costs by 18% in 6 months.

Initiated admissions process to include corporate Admissions Specialist improving the orientation, education and on-going training of medicare eligible patients for hospice care. Decreasing denials by 12% and increasing referral conversion rates by 9% in the frst 3 months.

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SOUTHERNCARE, INC. October 2001-June 2014

Irving, Texas

SouthernCare, Inc is one of the nation's largest pure play hospice providers with a reputation for delivering the highest compassionate care and quality services for end of life patients in up to 100 communities across 15 states since 1995. SouthernCare, Inc provides individually determined plans of care including Registered Nursing, Certifed Nursing Assistance, Psychosocial and Spiritual Care, Dietary Consultation, Physical, Occupational and Speech Therapy. Each patient and their family is assessed and participates in designing the individual patient's care plan. SouthernCare, Inc has shown dramatic increases in census, revenue and EBITDA since 2009 with over $200 million in annual revenue.

Senior Vice President of Operations January 2012- Present

Promoted by SouthernCare's CEO and Board of Directors to Senior Executive position responsible for all aspects of Operations for the 75 individual hospice centers located across 15 states. Responsible for continued improvement in quality care, admissions and census as well as hold full P&L responsibility for $180 million annual revenue from all hospice centers. Directly manage an Executive Operations team of 8 employees including: Division Presidents, Division Vice Presidents, Vice President- Clinical Services, Vice President- Community Relations, Vice President- Focused Growth and Executive Administrative Assistant. Indirectly supervise 26 corporate employees, 70 local managers and a feld staff totaling 1400 clinicaland marketing employees across 14 states. Report directly to the CEO/President who reports directly to the Board of Directorsin New York.

Key Results:

Successfully sold SouthernCare, Inc. (Kohlberg & Company) to Curo (GTCR) in June 2014 for a 9+ multiple.

Outstanding operating improvements in sales and EBITDA

Quality Assurance audits improved company wide to 89% in frst year and 91% in second year with a 2% overall gain.

Improved costs per patient day by 15% through contracting initiatives resulting in $1.4m savings.

Oversaw the creation and implementation of new hiring and training program for sales team which improved productivity by 4% per sales representative.

Built improved orientation and training model for sales team and clinical services through Divisional team resources resulting in employee turnover improvement of 17.6% in an industry where high turnover is commonplace.

Established an employee-centric system for rewarding outstanding achievements for clinical, marketing and management teams through the Qclub, ClubStellar and League of Leaders programs directly resulting in improved quality assurance audits scores, admissions and EBITDA.

Improved overall staffng controls by developing new variance reporting system and PRN utilization reports.

Developed new Productivity Reporting tool for improved tracking and accountability of marketing representatives, SouthernCare University advanced training program for Community Relations, and orientation program through the Vice President- Community Relations and Development department.

Division President 2009 -2011

Promoted and re-located by SouthernCare's CEO/President to oversee operations for 42 individual locations in the EasternDivision ( 2009-2011) and 36 individual locations in the Central Division (2010- 2011) after OIG investigation and settlementdevastated the productivity for the 3rd largest provider of hospice only care throughout 15 states. Fostered a business modelmanaging from the ground level up as opposed to the previous corporate dictated model. Specifcally assigned to turn aroundthe once proftable 20 offces of Alabama with an annual CAP repayment of $27 million to CMS. Held full P&L responsibilitywith focused effort on redeveloping and implementing a successful sales force program. Directly supervised a corporate teamof 26 employees including Vice Presidents, Regional Directors and Executive Administrative Assistant. Reported directly tothe CEO/President who reported to the Board of Directors.

Vice President- Community Relations 2007- 2009

Revitalized a stagnant, underachieving sales organization, achieving sales targets within 10 months and drove a 10% proftableNet Revenue growth year over year.

Key Results:

Responsible for developing and implementing a relational sales program that would ensure accountability and consistent messaging for all sales and marketing staff called the SouthernCare Success System. Established SouthernCare representatives as experts in end of life care and resources for the communities served.

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Developed nursing home training program for sales team, clinical team and accounting team that would more effectively build referral sources from 4.5% to 34% for SouthernCare, Inc.

Built physician focused sales model for an increase in physician referrals in the Northern centers by 22%.

Streamlined Community Relations department by eliminating 12% of the representative positions and achieving a 67% increase in admissions per representative in the proceeding quarter.

Direct Supervision of 11 Regional Directors of Community Relations, 2 Associate Vice Presidents, 1 Corporate Volunteer Coordinator and 1 Administrative Assistant.

Report directly to CEO/President and quarterly presentation to the Board of Directors.

Regional Vice President- Community Relations 2005- 2007

Promoted to supervise 5 Regional Directors of Community Relations by building strategic business plans and effectivelyexecuting these center specifc plans in the 42 offces managed to grow admissions, census and surpass projected budgets.

Key Results:Supervise the Corporate Volunteer Coordinator in developing a fscally improved and effective Volunteer program.Develop skilled nursing home accounts in Pennsylvania and South Carolina which had <12% patients residing in a nursing facility and leading to a 48% increase and 27% increase in nursing home patients respectively. Initiate an improved physician referral system by aligning personnel and process impacting the bottom line for each offce with IN (66), MI (85), OH (99), PA (277) and SC (58) improved total admissions for the quarter.

Regional Director of Community Relations 2001- 2005

Hired by CEO/President to develop a successful growth strategy for new critical region of Indiana including centers in FortWayne, Muncie, Kokomo and Indianapolis with a total census of 41 patients after being opened for 2 years. Tasked to hire andtrain results driven marketers, build successful business account lists, hire physicians for Medical Director and SpecialtyConsultants and establish a SouthernCare reputation for excellence in end of life care in the frst region north of Alabama.

Key Results:Indiana Average Daily Census was 844 at the end of 2005 with additional centers successfully opened in Bloomington, Evansville, Lafayette, South Bend and Terre Haute.Achieved 9 defciency free surveys in the frst 18 months of employment.Specialized in securing hospital and nursing home contracts including corporate contracts with Kindred, Greystone, Atrium, Indiana University Health Systems, St. Francis Health Systems and American Seniors Communities.Start up responsibilities include identifying physical offce space, hiring, orienting and training new staff, introductory marketing as well as achieving Medicare and State certifcation for 15 hospice centers in 7 states.

Alabama CAP Project (June-Sept 2004)

Secured 22 new facility contracts and 8 contracting physicians with a 34% increase in admissions. Interim Regional Director in Louisiana (Sept 2005- November 2005)

Introduced nursing marketing and physician contracting to these offces directly leading to increased census in Baton Rouge 46%, Houma 96%, Lafayette 62% Lake Charles 84% and in Shreveport 126%.

BEVERLY ENTERPRISES April 1999- October 2001Indianapolis, IN

Assistant Director of Business Development July 2001- October 2001Developed and implemented action plans for critical hospice centers in Houston, TX and Milwaukee, WI. Hired and trained all staff, develop strategic marketing plans and develop physician referral relationships.

District Sales Manager 1999- 2001Manage all marketing efforts involved in creating and implementing an effective sales plan for Indiana territory for hospice and nursing home services.

Key Results:Developed accounts with physician and hospital referral sources throughout central Indiana resulting in an increased hospice census of 230% and increased admissions of 327% for the Indianapolis hospice location. Increased Beverly Synergy between hospice and 7 central Indiana skilled nursing facilities by 456% more admissions.Increased hospital and nursing home contracted facilities by 250% including regional contracts with HCR ManorCare, Vencor and Atrium Living Centers.

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PROFORCE, 1993-1999 Noblesville, IN

Director of OperationsManaged the operations of a medical recruiting frm specializing in rehab physicians and therapy placement across the United States. Responsible for the supervision, training and development of a staff of 15 and consistently remained top recruiter with 140% increased placement rate from 1996 to 1997.

LANG GRAPHICS, LTD. 1989-1993Delafeld, Wisconsin

Sales RepresentativeRepresented a full line of stationary products, limited edition prints and original artworks at wholesale and retail selling markets in New York, Michigan, California and Texas. Consistently achieved an average 28% above show goals with 325% increase in total sales.

EDUCATION

INDIANA UNIVERSITY,Bloomington, Indiana Bachelor of Science

COMMUNITY AND PROFESSIONAL ASSOCIATIONS

American College of Healthcare Executives

Member National Hospice and Palliative Care Association

Member of National Association for Home Care & Hospice

Member of American Cancer Society

Member of Phi Gamma Delta

Member of Northwood Church

Enjoy ftness and tennis leisurely, participate in activities associated with daughter in club volleyball and volunteer work in thecommunity.

REFERENCESReferences will be provided upon request