1. ROBERT E. HEALY, JR. 610-608-5059 (Cell)
1929 Black Rock Lane 610-889-3966 (Home)
Paoli, PA 19301-1057 rhealyconsulting@gmail.com
www.linkedin.com/pub/rob-
healy/12/869/8a5
Results-oriented, experienced, and decisive senior executive business partner and transformational
leader with demonstrated value creation, high growth, change management and new business launch
experience; concentrating in organizational optimization, business combinations, strategic and annual
operating planning, metrics-based analytics, systems design and realization, finance, operations, and
support service functions.
PROFESSIONAL EXPERIENCE
HEALY CONSULTING, LLC, Paoli, PA 2010 to Present
Principal
Providing private equity ownership, portfolio company senior management, and private
company entrepreneurs with value creation recommendations, executable plans, leadership
and hands-on support in accelerating value realization within a variety of industries, including
rehabilitation and other health care services, software and other technology development and
services, durable medical equipment (DME), staffing, advertising, and not-for-profit enterprises.
 Named to inaugural NewSpring Capital Value Creation Team in 2015.
 Various healthcare services, DME, and other industry rollup organization and financial
management assessment, recommendations and execution support for PE backed, high-
growth organizations.
 Based on my recommendations developed from organizational and finance-specific
assessments of management, systems, controls and processes; led the transformation of
an underperforming, near bankrupt, rehabilitation services provider through a total
organization rebuild, recapitalization, management and financial systems redesign and
implementation, enabling the business to be positioned for sale at a 2x+ value realization
in 12 months.
 M&A candidate due diligence, organizational assessment, and operational processes and
systems assessment, metrics-based financial model bottoms up development and
investor presentations for rehabilitation services provider.
 Multiple staffing business strategic and organizational management planning support to
entrepreneur owners.
 Finance organization and credit facility evaluations and recommendations yielding
significant cost savings for an international software development services firm.
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2.  Not-for-profit health care services professional foundation and various religious
organization management assessments, recommendations, and implementations.
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3. HEALY CONSULTING, LLC - Continued
 Numerous mentoring sessions with former colleagues in a variety of services
environments across a wide spectrum of organizational management, M&A, finance and
management effectiveness matters.
PRECYSE SOLUTIONS, Wayne, PA 2003 to 2009
President and Executive Vice President
Reporting to the CEO, responsible for managing all staffing and oncology data management
operations ($15 million in revenues), finance, treasury, information technology, human
resources, legal, compliance and administration for this $80 million health information
management solutions provider to 400+ US acute care hospitals. Managed a direct staff of 5
and a total staff of 250+ colleagues.
Key accomplishments include:
 130% CAGR in valuation, 37% EBITDA CAGR, and 13% revenue CAGR.
 Transformation of operations and support service function organizations, systems, and
processes for more effective decision support, lower cost structure, and increased spans
of control.
 Recapitalized organization three times, taking advantage of internal growth and capital
market opportunities.
 Completed two acquisitions at average 3.7x EBITDA adding 25% of overall organization’s
value appreciation during tenure.
 Sarbox implementation in preparation for potential IPO/change of control.
MUSIC CHOICE, Horsham, PA 2000 to 2002
Senior V.P. & Chief Financial Officer
Reported to the CEO, responsible for managing all finance, treasury, information technology,
engineering and administration for this $40 million provider of 45 channels of commercial free
music to over 24 million cable and satellite television customers. Managed a direct staff of 4
and a total staff of 32 employees.
Key accomplishments include:
 $18 million in value creation, revenue CAGR 26%, and 1999 net loss improved to 26%
pretax margin in 2002.
 Improved cash flow, primarily through increased earnings and 25% reduction in DSO.
 Enhanced management reporting systems and disciplines along with monthly reporting
effectiveness and timeliness (10 workdays from over 20).
 Implemented Key Success Factor report card and related variance analysis.
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4. MUSIC CHOICE - Continued
 Systematized structure of planning, budgeting, forecasting and Board meetings.
 Developed pre-IPO capital structure, transition plan, task list and due diligence room.
 Developed and gained approval for internally financed strategy versus public markets.
 Implemented and enhanced interactive on-screen application inclusive of song
identification, album artwork, banner and rfi advertising, coupled with t-commerce for
compact discs.
NOVACARE, INC., King of Prussia, PA 1988 to 2000
Senior V.P., Finance and Administration & Chief Financial Officer (1995-2000)
Reported to the CEO with responsibility for managing all finance, treasury, business
development and administration for this $1.9 billion organization with four business units and
53,000 employees operating in 43 states. Managed a direct staff of 11 and a total staff of over
525 employees responsible for supporting the fiscal, regulatory and administrative needs of the
organization. Member of the Office of the Chairman, with responsibility for evaluating new
business opportunities, and recommending and implementing aggressive strategies to support
the growth of the organization. Interfaced regularly with all internal operating units, the Board
of Directors, and external entities including SEC, equity and debt security holders, analysts,
bankers, rating agencies and other constituencies.
A sample of accomplishments includes:
 Member of the executive team responsible for building the organization from $60 million
to $1.9 billion in less than eleven years. All four business units held number one or
number two market share positions.
 Ensured flexible capital structure to support business growth, acquisitions and regulatory
changes.
 Secondary equity offering raised $24 million.
 Convertible subordinated debentures raised $175 million.
 Four separate merger transactions aggregating $567 million.
 Initial public offering of Professional Employer Organization (PEO) raised $46 million.
 Revolving credit facility that increased progressively to $400 million.
 Managed due diligence, deal negotiation and functional integration resources for the
acquisition of over 300 organizations and the startup of over 200 healthcare facilities.
 Designed and executed the organization structure, financing and management team for
startup of a PEO that ultimately grew to be the second largest in the industry.
 Improved annualized EBITDA by $20 million by managing the redesign of the entire
business-operating model for a $350 million business unit.
 Managed an executive team that redefined and reorganized a $650 million operating
unit yielding cost savings of $150 million in response to regulatory changes.
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5. NOVACARE, INC. - Continued
 Responsible for implementing a $13 million point of service operating and financial
management and decision support system for 1,900 facilities and 11,000 employees; a $2
million corporate-wide human resource system embracing 53,000 employees, and a $15
million point of service operating system for 9,000 employees and 12,000 payors.
 Restructured operating businesses and capital structure in response to highly adverse
government regulatory changes.
 Led restructure analysis task force comprising investment banking firms, legal, tax and
accounting firms and bank “workout” teams.
 Sold all four operating businesses within six months to avoid bankruptcy in situation in
which liabilities exceeded tangible assets by $300 million.
Elected President in January 2000 with full responsibility for managing all existing functions and
leading the orderly restructuring and transition of the business.
Vice President and CFO – Long Term Care Division (1994-1995)
Vice President, Finance and Chief Accounting Officer (1992-1994)
Vice President/Controller (1988-1992)
ATCOR INC., Harvey, IL 1981 to 1988
Assistant Controller (1985-1988)
Reported to the CFO of this $700 million manufacturing and distribution organization.
PRICEWATERHOUSECOOPERS, Chicago, IL/Philadelphia, PA 1975 to 1981
Audit Manager
Managed a variety of audit engagements in the manufacturing, pharmaceutical, food, service
and not-for-profit industries.
EDUCATION/LICENSURE/PERSONAL
B.S. Business, 1975, University of Notre Dame, South Bend, IN (Magna Cum Laude)
CPA, State of Pennsylvania (Active)
Married (Holly), 3 sons (30+ years)
Interests: Wine, music, golf, drums, sports in general
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6. NOVACARE, INC. - Continued
 Responsible for implementing a $13 million point of service operating and financial
management and decision support system for 1,900 facilities and 11,000 employees; a $2
million corporate-wide human resource system embracing 53,000 employees, and a $15
million point of service operating system for 9,000 employees and 12,000 payors.
 Restructured operating businesses and capital structure in response to highly adverse
government regulatory changes.
 Led restructure analysis task force comprising investment banking firms, legal, tax and
accounting firms and bank “workout” teams.
 Sold all four operating businesses within six months to avoid bankruptcy in situation in
which liabilities exceeded tangible assets by $300 million.
Elected President in January 2000 with full responsibility for managing all existing functions and
leading the orderly restructuring and transition of the business.
Vice President and CFO – Long Term Care Division (1994-1995)
Vice President, Finance and Chief Accounting Officer (1992-1994)
Vice President/Controller (1988-1992)
ATCOR INC., Harvey, IL 1981 to 1988
Assistant Controller (1985-1988)
Reported to the CFO of this $700 million manufacturing and distribution organization.
PRICEWATERHOUSECOOPERS, Chicago, IL/Philadelphia, PA 1975 to 1981
Audit Manager
Managed a variety of audit engagements in the manufacturing, pharmaceutical, food, service
and not-for-profit industries.
EDUCATION/LICENSURE/PERSONAL
B.S. Business, 1975, University of Notre Dame, South Bend, IN (Magna Cum Laude)
CPA, State of Pennsylvania (Active)
Married (Holly), 3 sons (30+ years)
Interests: Wine, music, golf, drums, sports in general
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