GlenCavallo

Glen Cavallo & Associates, LLC

Little Rock, Arkansas

October 2015-current

 

Glen Cavallo & Associates, LLC is a consulting firm through which I lead and serve on multiple, simultaneous, leadership engagements, executive advisory positions and director seats for companies.

 

I currently serve as an operating board member for a home care company  ($55M with 10 locations in the Northeast) and as a paid advisor for a  $30M Southeastern-based health care organization and for a national communications company with one of the country’s largest health care call centers.  Another organization hired me in an advisory role to help them work towards finding integrated solutions and successful transition planning of patients within the health care system (acute, long term care and at home).

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Genesis Health Care

Kennett Square, Pennsylvania

January 2015-April 2016

 

Genesis Health Care is one of the country’s largest skilled nursing and rehabilitation therapy providers with 95,000 employees, 500 skilled nursing centers, in 46 states and the District of Columbia.  Signature Home Care and Hospice was a $100M hospice and home care subsidiary with 21 locations in 6 western states.

 

Interim President/Executive Advisor

 

I served as an interim President and then as an Executive Advisor to restructure the home care and hospice subsidiary (Signature) for Genesis Health Care as well as to guide it through to a successful divestiture.  Signature was a distressed organization which had recently seen its revenue drop by over 33%. The company was significantly underperforming financially and was in the midst of a whistleblower lawsuit with the federal government.  After visiting most of the 21 offices and meeting and assessing the organization, I led the company through:

 

• An educational conference in which we incorporated new values, new metrics and a new vision.

• A restructuring into two separate home care and hospice divisions.

• A rightsizing that incorporated staffing benchmarks and reduced 48 positions nationally and cut salaries/wages/benefits by over $2.8M (annually).

• A consolidation of offices and leadership teams thus saving about $.6M in expenses (annually).

• An efficiency plan that reduced operating expenses by an additional $.4M in annual expenses.

 

The end result was that EBITDA increased from 6% to 18% and the company was then aligned so that home care and hospice could be sold individually for much greater value than if combined.  Genesis successfully divested the organization and recognized a $32M increase in market value.

 

 

Loving Care Agency, Inc.

Hasbrouck Heights, New Jersey

December 2012-February 2015

 

LCA is a privately-equity held $158M home care company with 30 offices and 5500 employees in six states. The company has three components:  $103M pediatric home health company, a $55M personal care services (adult) organization and a 70-member management services organization.

 

President/CEO

 

I was hired to re-engineer, grow and prepare the company for a sale as the sponsors were at the end of the investment period.  We inherited a stale organization that required much and immediate action.  Within the first six months, we replaced both leaders of the pediatric and adult companies, the Director of Patient Accounts and the corporate compliance leader.  In addition, we hired two new sales leaders, a revenue cycle executive and a new CFO all while visiting the 30 offices to instill common vision and direction.  In 2013, we completed a company right-sizing that eliminated 20 positions at corporate and 20 in the various offices which equated to $2.1M in annual savings.  Other first year accomplishments included reducing non-payroll expenses by $550K, driving gross margin by 1.2% (which equated to $ 1.9M in annual income), eliminating a $6.2M line of credit balance and revising the company incentive plans so that branch directors were EBITDA focused/principle-centered.  

 

• Completed two organizational “right-sizes”.  Successfully eliminated a total of 54 positions resulting in an annual savings of $3.5M

• Achieved consecutive year over year revenue growth of 7-9% for the first full three quarters of operation

• Drove EBITDA from $7.8M to $10.3M (and beat annual forecast)

• Reengineered billing and collections and paid off the $6.2M line of credit

• Led the company through a bank amendment process

• Successfully sold the Pediatric business eighteen months ahead of plan and for significantly better than expected proceeds for the investors and management team.

 

 

SolAmor Hospice (a subsidiary within the Sun HealthCare Group)

Fort Smith, Arkansas

December 2005-December 2012

 

Sun Healthcare is a $2.1 billion long term care provider with over 21,000 associates in 25 states and is publicly traded on NASDAQ: (SUNH). SolAmor was a $60 million company subsidiary of Sun Healthcare with over 1000 associates in 22 locations and 11 states.  The company was created via a small acquisition in Oklahoma as a platform and grew by way of acquisitions, de novo efforts and through organic growth.  

 

President

 

Hired originally as a consultant and later (September 2006) asked to assume the Presidency. We took an underperforming organization with significant earnings and CAP problems and turned it around to be one of the country’s most successful hospice providers.  Every area needed to be addressed: job descriptions, personnel and clinical policies, compliance audits, staffing and recruitment, business development, operating models, flash reports, new software system, customer service and patient care etc.  The company succeeded in focusing not on just daily and monthly operational goals but invested and focused on strategic initiatives to constantly meet and exceed expectations. 

 

Accomplishments:

 

• Relentless execution resulted in EBITDA levels at legacy locations in excess of 25% and overall of 20%.

• Cash collections consistently reached 100% of revenue

• DSO at 40 days or less

• All locations were consistently and significantly below Medicare CAP limits

 

 

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Advantage Information Services, Inc., Fort Smith, Arkansas      

 June 2003-January 2012

 

Advantage was a $2 million company with 10 employees in Arkansas.

The company was founded in 1909 and I was the fourth CEO in almost 100 years.  AIS provided credit and collection services to banks, utilities and health care.  Through its subsidiaries, the company also provided commercial credit reports and mortgage reporting services throughout the United States.

 

President/CEO

 

I was hired to “turn-around” the financial health of AIS after the departure of the previous CEO . In the first year after the transition, the company was able to break even financially while expanding from a local provider into one with a regional presence.  This was accomplished via implementing a new corporate culture (The Principle of Consistency), reducing unnecessary expenses by over $400,000 annually and upgrading the workforce via improved benefits, goals and profit sharing. The company serviced clients and debtors in 42 states and had specialty teams in utilities, health care and banking.

 

Please note that via a mutual arrangement, I was able to serve as President for both SolAmor Hospice and Advantage Information Services from December 2005-January 2012.  We successfully divested the company in January, 2012.

 

 

 

Medshares Home Health, Inc.  Memphis, Tennessee      

 October 2001-May 2003

 

Medshares was a $150 million home care agency with over 4000 employees in 23 states and the third largest home care business in the United States (out of 7000). 

 

President/CEO/Director

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I was hired to lead the company out of bankruptcy.  In the first nine months, we were able to improve morale, quality of care, drive sales, and improve cash and ultimately bottom line.  This was accomplished by implementing best demonstrated practices, consolidating branch offices, reducing corporate overhead and focusing on receivables management.  The company successfully emerged via a 363 bankruptcy process and was sold for a $40 million return to the principal owners. 

 

 

 

 

 

 

Beverly Home Care, Inc. (a subsidiary within Beverly Enterprises)

Fort Smith, Arkansas      

August 1997 to September 2001

 

Beverly was a $2.8 billion health care entity with over 569 long term care facilities, outpatient therapy clinics, managed services organizations and home care.  Beverly had in excess of 75,000 associates in the United States, Chile and Japan.

 

President

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I was hired to implement and lead Beverly Enterprises' home care strategy (Hospice, Intermittent Nursing, Home Medical Equipment, Home Infusion Therapy and Personal Care Services).  The goal was to complete the continuum and develop an integrated post acute system.

 

Accomplishments:

• When recruited in 1997 the home care subsidiary had less than $20 million in revenues and substantial negative earnings.  We successfully restructured the company through acquisitions and same store growth to reach revenues of $152 million with an EBITDA of $11 million, and over 5000 associates in 13 states.

• We “re-engineered” the company through implementing a nationally recognized compliance program, standardizing software systems, decreasing turnover through associate retention programs and reducing accounts receivables/write-offs.

 

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Columbia/HCA Healthcare, Louisville, Kentucky    

 July 1996 to August 1997

This was an integrated healthcare delivery system with over 340 hospitals, 130 ambulatory surgery centers, 102 psychiatric centers, and 170 skilled nursing facilities in 37 states, England and Switzerland. Columbia had over 285,000 employees and 75,000 associated physicians.

 

Vice President of Home Care Operations

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I was responsible for the overall operations of Columbia’s home care business in the Kentucky Division. (3rd largest of 31 divisions). This included over 60 home care locations with a budget of $80 million annually.

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Other:

 

• I held various executive health care positions with regional companies (1988-1996) and Jersey Central Power & Light (1980-1988).

 

 

 

Education:

• B.A. Sociology from Duquesne University, Pittsburgh, Pennsylvania 1980

• MBA Program - Business Management (completed approximately 60% of the program)  Fairleigh Dickinson University, Rutherford, New Jersey 1982-83

• Numerous Executive and Leadership Courses 

 

 

Personal:

• Married to Barbara (Auth) Cavallo, RN since 1981 

• Father to three adult children

• Served as a Board/Advisory member  for non-profit organizations 

• Taught and led church “Life Group” for newly married couples

• Created the Thanksgiving Tree Project in 1985, now responsible for feeding over 65,000 people annually nationwide

• Awarded:  “Mind, Heart and Spirit Alumni Award” for lifetime community service by Duquesne University, May 2012