1. JACQUELYN R. STROOT
16267 Havelock Way, Lakeville, Minnesota 55044
(952) 423-5880, (952) 270-9327 (cellular), Email: jrstroot@msn.com
Seeking a position where my network development and contracting experience can be applied to helping other
areas of the health care delivery system, develop appropriate pricing and contractual relationships in an
accountable care or value-based model.
Skilled at negotiating either side of the healthcare delivery system; either maximizing reimbursement for products
developed by/for my organization or minimizing reimbursement risk for clients of
OptumHealth/UnitedHealthcare. Excellent relationship building skills that are used in negotiating the best rates
and terms on behalf of clients. Skilled at data analysis, strategy development, difficult negotiations and successful
implementation of the business plan. Negotiated and managed agreements with HMO/PPO organizations, acute
care hospitals, large and small home care organizations and using commercial, Medicare and Medicaid
reimbursement methodologies.
Proven ability to learn new industries and requirements quickly, work collaboratively with provider management
and cross-functional teams, and become the SME for the areas of responsibility. Skilled problem solver, self-
starter, excellent written and verbal communications skills, advanced user of MS Office products.
SIGNIFICANT RESULTS:
 Currently responsible for contracts producing annual revenue of over $450MM.
 University of Chicago (2016) – Negotiated new payment methodology which will yield an estimated 25.3%
additional savings valued at $3.3MM annually, bringing this very expensive facility closer to the average
reimbursement of the other facilities in the Chicago Market. Implemented stepwise lowering of chargemaster
passthrough to offset the historical increases in charges. Negotiated significantly better rates in the Medicare and
Medicaid space which will set the standard to negotiate similar terms in the Chicago Market.
 Louisville, Lexington KY and Cincinnati Markets (2016 – 2016) – Added new facility, University of Louisville,
at more favorable rates and terms to establish a new standard for these markets which directly compete with each
other. Beginning to use the new agreement to decrease reimbursement as the other market agreements are due to
expire. Included in the negotiation were very favorable Medicare and Medicaid rates/terms which will also be the
new standard.
 Iowa, Indiana and Michigan Medicaid (2015 – 2016) – Supported UnitedHealthcare in its competitive bids to
manage the Medicaid business in these states. After award, negotiated 3 Medicaid contracts in Iowa, including in 2
facilities where OptumHealth had no prior relationship, to favorable rates. Indiana award is in June with a
1/1/2017 start which will include 6 facilities needing Medicaid agreements.
 Home Care Market, DMERC and Medicaid Pricing (Late 1990’s) - SME on Medicare pricing for durable
medical equipment and home care reimbursed by Medicare Part B. Developed state by state Medicaid
requirements for pilot home care program. Launched home care programs for respiratory support devices
including market research, support of marketing material development, sales training and pricing.
 The Cleveland Clinic Foundation (2012, 2014 & 2015) – Changed reimbursement methodology to initially
decrease reimbursement by 12% (2012) and then hold agreement revenue neutral over several years by adding
2% chargemaster passthrough (previously there was no charge protection). Worked with Cleveland facility to
develop a market competitive agreement that can be used by the new Weston, FL facility. Negotiated the use
of the Medicare fee schedule for both Medicare and Commercial members.
 University of Michigan Health System (2013 & 2014) – Negotiated new rates which yielded an estimated
17.3% additional savings valued at $1.13MM year over year. Implemented chargemaster passthrough of 4%

2. Jacquelyn R. Stroot Page 2 of 4
(previously there was no charge protection) and drove percentage of billed charges from 80% to 60% (solid
organ) and 65% (BMT). Lowered cost of implanting Ventricular Assist Devices (VAD) from 80% to 60%, a
full 13 percentage points lower than UnitedHealthcare rates.
 University of Minnesota (2014) – Repapered 1999 agreement which yielded an estimated 13.9% additional
savings valued at $14.87MM year over year. Implemented chargemaster passthrough of 3% (previously there
was no charge protection), carved out all drugs at a lower percent of charges and drove the percentage of
charge payment down on the transplant and the VAD implantation.
 Indiana University Health (2012 & 2015) – 2012 negotiation added charge neutralization and held rates
steady for 3 years for an estimated savings of $13.1MM over 3 years. 2015 negotiation changed
reimbursement methodology and held charge neutralization to yield an additional $3.8MM over 3 more years,
for a total savings of $16.9MM or $2.8MM annually. Implemented restrictions on VAD pricing limiting the
amount that can be charged for the device itself.
EXPERIENCE:
UNITEDHEALTH GROUP., MINNETONKA, MN
SENIOR NETWORK CONTRACT MANAGER, OptumHealth Care Solutions, Inc. - 2006 - present
Charged with negotiating and managing contracts between OptumHealth and nationwide hospitals for organ
transplantation. Worked with hospitals identified by clinical staff as Centers of Excellence for each type of organ
transplant, ensuring the hospitals contracted will provide the best possible care at the most reasonable rates. Successful
through a combination of analytical and relationship building skills and the ability find a win-win solution to each
negotiation.
Utilized data gathered from public sources, internal UnitedHealth Group data and information from other facilities
under contract to develop appropriate rates for each program and presented those to the hospital. Prepared internal
strategy to negotiate terms and rates by individual organ or program, identifying trade-offs and minimum/maximum
rates that could be accepted. Conducted and finalized negotiations.
Supported development of network for Kidney Disease/Dialysis product as part of broader role within the
organization. Responsible for signing national and regional agreements for fixed price dialysis and built tracking tools
to ensure the right groups were targeted based on client geography. Supported development of Chronic Kidney
Disease and Paired Kidney Donation strategy and the unique payment issues associated with PKD.
Worked with client relations to resolve issues of specific cases and establish rates for single case agreements not covered
under any contract. Worked with network relations to resolve claims and payment issues for the facilities.
PRODUCT MANAGER/BUSINESS DEVELOPMENT MANAGER, Individual Business Group, 2002 – 2003
Charged with new product development aspects relating to launch of new business venture in a $16B organization.
Supporting development of new product design by combining best practices of existing business products with those of
successful competitive products and market/customer needs to form a best-in-industry product. Researched market
opportunities, competitive products, and pricing in order to develop position paper and other internal UnitedHealth
Group communications. Coordinated marketing/sales launch in multiple markets, development of agent and consumer
call center, and responsible for overall design and implementation of consumer transactional website including tracking,
enrolling and supporting new members. Management of several vendors and consultants.
SALES SUPPORT, Evercare Division, 1997 to 1998
Tracked sales against targets, provided market information and proposal support to assist field sales staff in achieving
sales objectives. Developed spreadsheet program that tracked commissions on targeted and actual sales that previously
were performed manually. Planned and implemented all facets of annual sales meeting for group of 50 including
developing budget and ensuring meeting contents met senior management needs. Meeting was successfully executed

3. Jacquelyn R. Stroot Page 3 of 4
within budget constraints.
GOODRICH SENSOR SYSTEMS, MN
CONTRACTS ADMINISTRATOR/ACCOUNT MANAGER, 2004 – 2006
Charged with negotiating and managing contracts for foreign and domestic military customers, including forecasting,
sales of production and repairs, monitoring the build of over 100 different devices and managing customer expectations
when product is delayed. Customers include Bell Helicopter (foreign and domestic), all Israeli and Indian customers
and oversight of the Goodrich UK office. Worked closely with design engineering to ensure programs moved into
production and identify new opportunities for current and new products with existing customers. Managed extremely
difficult relationship with Israeli and Indian customers and ensured that Goodrich is in a position to win new business
with this customer. Oversight of US government export license applications for all military programs, prioritizing
workflow and working to drive down the backlog of overdue applications. Helped write hardware, marketing, and
manufacturing license applications and Technical Assistance Agreements. Provided support for Commercial Aviation
and Regional Business Jet business units.
CERIDIAN, MINNEAPOLIS, MN
PRODUCT MANAGER, 2003 – 2004
Recruited back to former employer to champion third-party web-hosted products sold in support core human resource
information and payroll products in a $1.2B organization. Products responsible for $7M in revenue in 2003, forecast to
double in 2004. Researched and became in-house expert on Human Capital Management (HCM) market for new
products, to be launched in 1Q04, generating $2M in additional revenue. Reorganization resulted in the elimination of
position.
Responsible for contract negotiations, pricing changes and analysis of product profitability. Researched market
opportunities, competitive products, and pricing and used data to develop tools used by sales force. Provided web-
hosted training and product demonstrations to sales force and customers. Worked with internal development
organization to identify and plan product upgrades to provide more robust integration between products. Launched
new products to support new market where Ceridian had no presence, including management of product strategy,
pricing, collateral development, competitive analysis, sales tools and plan for transitioning product knowledge from
vendor to Ceridian personnel. Supported multiple acquisition efforts.
UNIVERSAL HOSPITAL SERVICES, BLOOMINGTON, MN
PRODUCT MANAGER/BUSINESS DEVELOPMENT MANAGER, 1998 to 2002, 1994 to 1996
Recruited to return to UHS when company was taken private and a new senior management group installed. Charged
with developing and supporting company’s premier outsourcing program, including P&L management, strategic
business relationships with individual hospitals and hospital groups, and leading of team selling and supporting product.
Managed existing programs representing $15 million in 2001 revenue, a growth of 31.5% over 2000. Programs are on
track to produce $18.4 million in 2002, a growth of 23% representing approximately 14% of UHS’s overall revenue.
Responsible for financial analysis of current operations, recommending cost effective solutions and providing reports
on program’s success to both company and customer senior management. Used successes in individual customer
accounts to increase business and position company for new business with other customers.
 Managed all aspects of product development including adding new technologies, modifying program to meet the
unique needs of individual hospitals and multi-hospital groups.
 SME on Medicare pricing for durable medical equipment and home care reimbursed by Medicare Part B.
Developed state by state Medicaid requirements for pilot home care program.
 Analyzed customer metrics and recommended solutions to cost effectively purchase and manage materials.
Recommended financial solutions, supported negotiation of new contracts, amendments and extensions.

4. Jacquelyn R. Stroot Page 4 of 4
 Analyzed actual costs incurred by customer with capped monthly cost; provided data and presentation materials to
increase revenues by 25% bringing monthly cost up to actual costs; added $480,000 annually to bottom line.
 Developed proposal for 3-hospital group that allowed group to improve its materials management, added $2
million to company’s bottom line and provided opportunity to propose program in 21 additional hospitals.
 Worked with difficult customer during contract negotiations and early program implementation ensuring his needs
were met. Contract grew 340% in 12 months providing additional $1.4 million revenue.
 Developed innovative solution enabling UHS to lower customer costs while maintaining necessary profitability.
Solution helped repair difficult relationship and allowed customer to sign additional 5-year contract.
GRASEBY MEDICAL, INC., (formerly 3M Infusion Therapy), a division of Graseby, PLC, London, St. Paul, MN
PRODUCT MANAGER, 1996 to 1997
Launched product developed for European market in more competitive US market. Properly positioned, launched, and
supported devices in US, Canadian, and Latin American markets. Charged with spreadsheet financial model that
allowed company to act as consultant to customers and develop cost-saving comparisons between company products
and competitive products. Used Medicare regulations to ensure devices were priced appropriately and competitively.
CERIDIAN CORPORATION (formerly Control Data Corporation), Minneapolis, MN
PROGRAM MANAGER/BUSINESS DEVELOPMENT MANAGER, 1985 to 1994
Oversaw various programs including software, systems development, and software consulting. Charged with costing,
scheduling, and ensuring technical objectives were met. Worked with all levels of technical and management personnel
from company and customer. Significant accomplishments include:
 Identified unmet need by US Marine Corps. Teamed with technical staff to develop concept, promote, and receive
funding. Awarded $7 million sole source contract without competitive bidding.
 Charged with $14 million 3-year program integrating existing system into existing aircraft with minimal
modifications. Managed a difficult customer relationship by working closely with US Navy, US Marine Corp and
US Air Force on ensuring their objectives were met, while working with the airframe manufacturer to balance the
constraints of the existing aircraft. Led negotiations to resolve competing technical and contractual requirements to
a solution that met its technical, schedule and budgetary requirements. Program delivered on time, within budget,
and meeting technical objectives.
 Software development program valued at $12M. Worked on follow-up contracts to improve software, add features
and develop support/test equipment. Responsible for managing difficult customer requirements during the
delivery of a critical software release.
 Managed proposal development including strategy, definition of technical approach, data gathering, development,
and delivery with values of $3M to $415M. Responsible for the last minute completion and delivery of a high
profile proposal.
EDUCATION:
MS IN ORGANIZATION AND MANAGEMENT, 2005
(GPA: 4.0), Capella University, Minneapolis, MN
MINI MBA, HEALTHCARE, 1995,
MINI MBA, 1990
University of St. Thomas, St. Paul, MN
BS APPLIED MATHEMATICS, University of Wisconsin - Stout, Menomonie, WI