Scott Lawrence has over 30 years of experience in healthcare operations management and facility projects. He has held leadership roles directing major healthcare programs and facilities for the US Air Force and private sector. Currently, he is a senior project manager at Faithful+Gould overseeing the $12 million transition and outfitting of an addition to an Army medical center.

1. 1
SCOTT E. LAWRENCE
6813 Patrick Lane
Plano, TX 75024
(972) 523-6255 Cell
selawrence2002@yahoo.com
www.linkedin.com/in/scottelawrence
QUALIFICATIONS
30+ years of consistent success in healthcare operations management and support services.
Proven performance in leadership and management positions directing major healthcare
programs and facility projects.
PROFESSIONAL EXPERIENCE/ACHIEVEMENTS
11/13 - Current: Faithful+Gould, Dallas, TX
(An international project management consultancy)
Senior Project Manager - Operations
Program Management Office manager for the provision of initial outfitting and transition (IO&T)
services for the nearly one million square foot replacement laboratory at Fort Detrick, Maryland.
Transition Manager for the $12 million contract to provide total turn-key project support for IO&T of a
52,000 square foot addition to Keller Army Community Hospital on the United States Military
Academy campus at West Point, New York.
10/11 – 10/13: Polu Kai Services, LLC, Falls Church, VA
Program Manager and Director, Initial Outfitting and Transition
Provided support to Air Force Surgeon General’s Office Health Facilities Division for initial outfitting of
Wright-Patterson AFB Medical Center $78M renovation project in Dayton, Ohio. Coordinated $14.5M
total capital equipment requirement for 30 departments with general contractor’s purchasing agent to
ensure client’s needs were met within overall project budget and timeline.
3/10 – Present: Lawrence & Associates, LLC, Plano, TX
(Service-Disabled Veteran-Owned Small Business)
President
Owner and president of a start-up company providing facility planning and construction services to
both the Federal and private sectors. Liaison with senior management and contracting and
procurement officials of Federal agencies including Department of Veterans Affairs, Department of
Defense, and US Army Corps of Engineers. Overall responsibility is to ensure the client’s operational
and functional requirements are met with regards to design and construction. Provides consulting
services on space planning, capital equipment, and initial outfitting requirements.
3/09 – 10/09: Texas Hospital for Advanced Medicine/RHD Memorial Medical Center, Dallas, TX
(155-bed community hospital)
Chief Operating Officer
Provided leadership for the day-to-day operations of the hospital. Implemented the strategy of the
Chief Executive Officer and acts to support the achievement of the hospital’s mission. Assisted in the
review and planning of services to optimize the delivery of quality healthcare. Worked with the Chief
Executive Officer and Chief Nursing Officer to ensure compliance with state and federal regulations
and to meet Joint Commission accreditation standards. Worked with the Chief Financial Officer to

2. 2
determine and implement cost controls in staffing, procurement, and contract services. Led cross-
functional teams tasked with addressing major initiatives associated with process and performance
improvement. Managed Human Resources, Diagnostic Imaging, Pharmacy, Clinical Laboratory, Cath
Lab, and Endoscopy services.
12/02 - 3/09: Cirrus Health, Dallas, TX
(Healthcare development and management organization)
Vice President, Logistics Management
Led team providing facility development and management services, capital equipment planning and
purchasing, and supply chain operations for 10 hospitals and 5 ambulatory care facilities. Managed
planning, design, providing facility development and management services, capital equipment
planning and purchasing and construction of new facilities. Conducted due diligence reviews and led
focused transition teams to support acquisition of existing facilities. Member of corporate senior
leadership team. Member of Board of Governors for 3 facilities.
Managed design, construction, and operations development of 6 surgical hospitals and 3
ambulatory surgery centers
Led materials management and information technology teams ensuring smooth transition
of services during acquisition of 3 surgical hospitals
Directed planning and purchasing of capital equipment totaling $128M for 15 facilities
Led negotiation process which established national group purchasing, med/surg distributor,
and preferred vendor contracts and agreements for use by all Cirrus facilities and
associated physician partners.
5/01 - 12/02: Sheppard Hospital, Wichita Falls, TX
(US Air Force Medical Service 45-bed community hospital and multi-specialty clinic)
6/02 – 12/02: Administrator/Chief Operating Officer
Led daily operations of 130-provider group practice with a total staff of 740 personnel
providing 1,750 hospital dispositions and 200,000 outpatient visits annually. Planned and
executed $54M financial program. Oversaw operational effectiveness, strategic planning,
management, and resourcing for all aspects of hospital missions and operations. Provided
professional guidance and mentoring to eight healthcare administrators. Prepared facility
for successful JCAHO survey.
5/01 – 6/02: Chief Financial Officer and Director of Managed Care
Led immediate staff of 30 to plan, program, budget, and execute a $54M financial program
and conduct all business operations for a staff model HMO supporting 26,000 covered
lives. Directed all managed care programs including marketing, enrollment, and referrals.
Developed implementation plan for senior health plan and marketed to 2,500 eligibles;
cited as best program in 4-state region by managed care support contractor. Provided
comprehensive town hall presentations to 1,100 seniors; enrollment reached 96% of
capacity in 4 months.
Optimized 14 resource sharing contracts for direct care and support services, saving
U.S. government $6.5M annually; negotiated directly with recruiters to facilitate timely
staffing of 24 critical positions, including 9 physicians, ensuring continuity of services.
Conducted analysis of labor/delivery services and determined annual cost savings of
$1.3M; negotiated time-sensitive contract with regional managed care contractor and
local community hospital resulting in seamless transition of services impacting 330
annual deliveries.

3. 3
3/99 - 5/01: Grand Forks Clinic, Grand Forks, ND
(US Air Force Medical Service multi-specialty clinic)
Administrator/Chief Operating Officer
Led operation of staff model HMO with $5M operating budget, 28-provider group practice, and
total staff of 246 personnel providing 40,000 outpatient visits annually. Managed 78 personnel in
5 divisions providing ancillary support, business operations, information technology, medical
material, facility management, and staff education services.
Conducted risk assessment and cost analysis which won Secretary of Air Force
approval for reengineering of facility from a 10-bed hospital to a clinic, all in a 4-month
span, saving $1.4M annually; ensured adequacy of managed care contracts for civilian
healthcare support and developed plans for successful transition.
Directed customer service program that won annual award/$25,000 for best customer
satisfaction in the Department of Defense's Military Health System - #1 of 43 community
hospitals.
Directed $8M facility construction and renovation program to facilitate transition to
ambulatory care facility.
Ensured compliance with JCAHO standards for environment of care and human
resources - facility scored 96% on survey.
9/97 - 3/99: Dyess Hospital, Abilene, TX
(US Air Force Medical Service 15-bed community hospital and multi-specialty clinic)
Administrator/Chief Operating Officer
Led operation of staff model HMO with $13M operating budget and staff of 350 personnel
providing 1,200 hospital dispositions and 100,000 outpatient visits annually.
Architect for facility strategic, business, marketing, and space utilization plans.
Created and led novel customer service program; orchestrated training for 64 senior
leaders and established 25-person implementation task force.
Developed public report card cited by US Senate Appropriations Committee for
positively impacting medical practices and care - cited as benchmark for Military Health
System.
Directed $10M facility renovation; developed phasing plan which shaved $1.5M and 9
months off the project.
7/94 - 9/97: US Air Force Health Facilities Office - Central Region, Dallas, TX
(Regional office of corporate US Air Force headquarters)
Chief, Facility Planning
Directed $139M submission to Department of Defense for strategic planning of medical
construction projects at 30 Air Force bases in 18-state region. Coordinated all aspects of
construction projects totaling $271M at 11 medical facilities.
Led 3-person team on 10 medical facility assessments producing comprehensive
strategic plans for life safety upgrades and implementation of managed care.
Spearheaded development of multi-year project master plans for 2 medical centers and
3 hospitals, integrating 236 renovation and upgrade projects totaling $48M.
Handpicked to lead 16-person multi-agency team formed to develop $15.5M project to
construct Department of Defense’s first consolidated medical training facility.
Secured early funding to meet Assistant Secretary of Defense deadline;
decreased project cost by $3.8M through tough negotiation, innovative
concept design and selection of the best-qualified contractor.

4. 4
3/91 - 7/94: Langley Hospital, Hampton, VA
(US Air Force Medical Service 70-bed community hospital and multi-specialty clinic)
Chief Operating Officer
Directed support service operations for a staff model HMO with $17M operating budget and staff
of 670 personnel providing over 3,000 hospital dispositions, 1,200 deliveries, and 300,000
outpatient visits annually. Led 54 personnel in 4 divisions providing business operations,
information technology, medical material, and facility management services.
Managed renovation and construction projects including $2M interior upgrade of main
facility, $1.5M renovation of the obstetrics ward, $1.5M renovation of 75,000 square foot
dormitory for clinical and administrative space, and the construction of two 3,000 square
foot administrative buildings.
Directed preparations for facility's first JCAHO accreditation survey - overall score 94%.
Deployed to Somalia as AF Medical Service Liaison Officer - established a 14-bed
hospital to support the withdrawal of U.S. forces; coordinated medical personnel and
supply requirements for combat and humanitarian support missions in Somalia.
9/89 - 3/91: Sheppard Hospital, Wichita Falls, TX
(US Air Force Medical Service 120-bed hospital and multi-specialty clinic)
Director, Medical Logistics
Managed $6M medical material account, $10.5M capital equipment, facilities management for
buildings encompassing 300,000 square feet, and contract services programs with a staff of 40
personnel. Directed operations of 15-person Medical Equipment Repair Center supporting 22
medical facilities in 5-state region.
Reengineered equipment repair center's operations to enhance mission
accomplishment.
Obtained funding and directed acquisition and installation of $4M in medical equipment.
7/85 - 9/89: US Air Force School of Health Care Sciences, Wichita Falls, TX
(Medical Service technical training school; 85 resident courses for 16,000 students/year)
Chief, Resource Management Division/Chief Financial Officer
Administered $3.5M operating budget, $1.5M supply account, and $11.5M capital equipment
program. Directed personnel management for 620 military and civilian staff members and
facilities management of 16 buildings encompassing 657,000 square feet. Supervised 16-
member team.
Developed school's strategic planning; major medical training initiatives were included in
headquarters and Department of Defense long-range plans for implementation and
funding.
Managed 2 major facility projects, including the construction of $9M, 104,000 square
foot medical training facility and $16M renovation of 258,000 square feet of existing
space.
Accomplished project planning with department chiefs, architects, engineers,
and contractor personnel; established $3M programs to outfit both projects.
1981 – 1985: Department director, US Air Force Medical Service community healthcare facilities
EDUCATION
Master of Health Administration, The Ohio State University, Columbus, Ohio, 1981
Bachelor of Arts - Zoology and Chemistry, Miami University, Oxford, Ohio, 1979