CEO or Chief Executive Officer or COO or Chief Operating Officer

George F. Naylor III, FACHE E-mail [email protected] 2109 Springdale Drive SW Hartselle, AL 35640 Mobile (865)-776-6324 Home (256)-773-0042 Objective Chief Executive Officer (CEO) position in an acute care hospital. Professional Experience: Capella Healthcare April 2008-Dec 2010 Chief Executive Officer (CEO): June 2009-Dec 2010 HARTSELLE MEDICAL CENTER, Hartselle, AL (150 beds) -Led facility to first positive EBITDA in five years -Achieved highest net revenue/adjusted admission growth in Capella -Earned award for highest Inpatient (HCAHPS) and Employee satisfaction -Recruited six physicians with zero recruitment cost -Successfully developed and implemented Hospitalist program -Successfully developed Detox (ALPHA) program Chief Executive Officer (CEO): April 2008-June 2009 WOODLAND MEDICAL CENTER, Cullman, AL (100 beds) -Led facility through acquisition, transition from Community Health Systems to Capella Healthcare and sale to Cullman Regional Medical Center -Negotiated joint ventures with Birmingham Baptist System and local 25+ Physician multi-specialty group. -Improved and enhanced relationship between medical staff and facility. Community Health Systems April 1999-March 2008 Chief Executive Officer (CEO): February 2005-March 2008 HARRIS HOSPITAL, Newport, AR (133 beds) -Successfully combined two hospitals -Created healthcare advisory council (Harris Healthcare 2020) -Increased net revenue by 21%, EBITDA by 163%, Surgery cases by 33% Chief Executive Officer (CEO): October 2003-February 2005 SCOTT COUNTY HOSPITAL, Oneida, TN (99 beds) -Improved cohesiveness and support from the Medical Staff -Revitalized, stabilized, and returned confidence in the Hospitalist progra m -Improved Nursing Leadership, quality of care, patient satisfaction -Increased admissions 20%, Surgeries 15%, ED Visits 10%, Births 22% Chief Operating Officer (COO): August 2001-September 2003 GATEWAY REGIONAL MEDICAL CENTER, Granite City, IL (396 beds) -Largest facility in CHS, operations consist of: Acute Care (Med/Surg, CCU, Step-down, SNU, Rehab) Behavioral Health (Geri, Adult, Adolescent, Child, Partial, and IOP) Retail pharmacy, hospice, homecare, occupational medicine, cardiopulmonary re hab center, 15 physician multispecialty practice, satellite ambulatory surgery c enter, and two community outreach physician offices in neighboring communities. -Led facility through acquisition, transition from St. Elizabeth's Health System to Gateway Regional Medical Center. -Improved managed care contracts and reduced operating expenses, resulting in a

$9 million increase in EBITDA as compared with prior year. -Implemented FTE control plan which reduced S, W, &B by over $4.5 million. -Added six physicians to active medical staff (Psychiatrists, ER, OB, & FP) -Established and trained new Governing Body. Chief Executive Officer (CEO): April 1999-August 2001 BARSTOW COMMUNITY HOSPITAL, Barstow, CA (56 beds) -Improved Financial Operations *Decreased bad debt from 17.4% to 12.8% of net revenue *Reduced Medicare L.O.S. by 1.5 days, from 5.4 to 3.9 *Decreased Medicare cost per case by $250. -Enhanced Medical Staff -Improved Medical Staff/Board/Administration relationship. -Established excellent relationship with the Barstow Community. -Strengthened Board of Trustees -Improved Managed Care position -Developed a "bottom up" Customer Service program -Increased Outpatient Ancillary Volumes Health Management Associates May 1994-April 1999 Chief Operating Officer (COO): June 1997-April 1999 CRAWFORD MEMORIAL HOSPITAL, Van Buren, AR (103 beds) -Responsible for customer service, physician relations & recruiting, marke t development, quality management, utilization, financial goals, and the develop ment and implementation of new services. Chief Operating Officer (COO): August 1996-May 1997 WILLIAMSON MEMORIAL HOSPITAL, Williamson, WV (76 beds) -Responsible for daily operations of all hospital functions including meet ing quality, utilization, and financial goals. -Responsible for the evaluation, implementation, and development of new se rvice lines. (MRI, Lithotripsy, Home Care, Neurology, ENT, Oncology) Assistant Administrator: October 1995-July 1996 BILOXI REGIONAL MEDICAL CENTER, Biloxi, MS (153 beds) -Responsible for managerial functions of setting objectives, planning, staffi ng, and directing activities for Pathology, Plant Operations, Biomedical Equipme nt Management, Housekeeping, Dietary, Information Systems, and Physician Practic es. Assistant Chief Financial Officer: May 1994-September 1995 BILOXI REGIONAL MEDICAL CENTER, Biloxi, MS (153 beds) Charter Medical Corporation Chief Financial Officer (CFO): March 1992-April1994 CHARTER WOODS HOSPITAL, Dothan, AL (75 beds) Humana, INC. Chief Financial Officer (CFO): July 1990-March1992 HUMANA HOSPITAL-ENTERPRISE, Enterprise, AL (135 beds) Note: July 1984-May 1990, Returned to USAF Active Duty, see below. Financial Management Specialist: March 1983-July1984 HUMANA HOSPITAL-RUSSELLVILLE, Russellville, AL (100 beds) U.S. Air Force Medical Service Assistant Administrator: May 1987-May1990 USAF HOSPITAL TORREJON, Torrejon Air Base, Spain Assistant Administrator: July 1984-May1987 USAF HOSPITAL GEORGE, George AFB, Victorville, CA Clinical Experience:

Medical Technologist/Lab Tech: ATHENS GENERAL HOSPITAL, Athens, GA MED CENTER OF CENTRAL GEORGIA, Macon, GA USAF HOSPITAL ROBINS, Robins AFB, GA MALCOLM GROW USAF MC, Andrews AFB, MD Education: MBA in Finance- 1983 GEORGIA STATE UNIVERSITY, Atlanta, Georgia BBA in Accounting- 1981 UNIVERSITY OF GEORGIA, Athens, Georgia Military: USAF Reserves and Air National Guard August 1996-Present TEXAS AIR NATIONAL GUARD - Rank: Lieutenant Colonel (O-5) Assistant Hospital Administrator July 1984-May 1990 UNITED STATES AIR FORCE - Rank: Captain (O-3) Associations: American College of Healthcare Executives (ACHE)-Fellow Alabama Hospital Association (AHA) Rotary Club, Kiwanis, Hartselle Chamber of Commerce