Michael Flynn

PROFESSIONAL SUMMARY

To be a key leader with an organization that serves older adults by supporting the organization’s strategic and growth objectives and aligns the vision with the mission of the organization. This will be accomplished through collaboration with the Board of Directors, Senior Leadership Team, Residents, and other stakeholders.

Thirty plus years’ experience in the Senior Care field holding positions of both Chief Executive Officer and Chief Financial Officer. Working directly with Boards and Senior Leadership Teams, responsible for conducting the strategic initiatives of the organization including direct experience with leading the financing and development of new construction of a continuing care campus model as well as repositioning of existing campus into a modern and more effective organization. Been an integral leader in the long-range strategic planning process and continuous enhancements to information systems and fiscal reporting. Recognized for superior people skills, outstanding team leadership and a strong presence in the senior care field. Top-notch Senior Care Executive with proven track record of success leading and growing organizations. Strong background in strategic planning, financial management and team development. Skilled in identifying opportunities and implementing practical business strategies with commitment to staying informed about latest trends, technologies and best practices.

• Retirement Housing Professional, 1995
• C.P.A. Certification, 1986

• Leading Age Illinois Past Board Chair
• Past Chair of the Financial Advisory Panel (FAP) for CARF
• Past CARF Survey Team Leader and Financial Surveyor for accreditation surveys
• Chair Leading Age Illinois (Illinois State Association) Board, Finance Committee and CCRC Cabinet
• Past Board Member/Treasurer and Chair of Finance Committee for HRA (Health Resource Alliance). HRA is owned by a group of not-for-profit CCRCs in the Chicagoland area that came together for common purposes. HRA operates its own pharmacy, therapy, senior fitness programs as well as other ancillary businesses. HRA has grown into a profitable $100MM company.
• Routinely present at state and national conferences on various financial, marketing, and strategic topics.

OPERATIONS

● Centralized core business functions including accounting, human resources, information technology and purchasing to create effectiveness and efficiency.

● As best practices at each campus are identified, procedures are established to roll out the practice at the other campus.

● Empowered organizational leaders to assess their operations and make changes to be more cost effective and efficient.

● Worked with HR Leadership to address staffing challenges including changes to compensation and benefit programs to retain and attract associates.

● Successfully implemented a variety of cloud-based applications including new EMR and billing system, budgeting, and forecasting software and new HRIS system.

● Developed a three-year plan to combine small difficult to market units that will add up to $15 million in new entrance fees and $1.8 million to new monthly service fees.

● Continuously work with Department Directors to manage expenses and capital budgets.

BOARD RELATIONS

● Established an excellent working relationship with the board both on an individual basis as well as group setting during quarterly board meetings, committee meetings, social events, or one-on-one meetings.

● Developed a comprehensive new board member orientation program.

● Created a comprehensive set of board policies and procedures.

● Worked with the board chair and governance committee to modernize the board by eliminating conflicts of interest and establishing term limits for new board members.

FINANCE

● Successful completion of multiple financings and refinancing of tax-exempt debt.

● Developed the organization’s strategic plan. The initial plan provided the foundation for initiatives that improved operating performance at each campus, developed employee related programs and benefits, provided guidelines for growth opportunities, set the technology strategy and guided adherence to its charitable mission.

● Work closely with the CFO and Board Finance Committee to ensure a fiscally sound organization.

● Created a debt management strategy that evolves as the financial markets fluctuate.

● Continue to evolve financial and statistical reporting to provide meaningful information on which to base decisions. Key indicator reports and leading indicators (free cash flow) are examples of improved reporting.

RESIDENT RELATIONS

● Present at resident council meetings significant areas affecting the business. An open forum is available to address resident questions or concerns.

● Support the campus staff with consultation regarding difficult situations. Open door policy provides residents and families with contact at any level of management including the CEO with questions or concerns.

● Attending resident social events to get to know each other on a less formal basis.