Before Quentin L. Cook was sustained as an apostle of the LDS Church in 2007, he was a lawyer and healthcare executive, one whose actions left a lasting mark on the people of Marin County, California. But it wasn’t the kind of legacy you’d expect to find from someone who would later claim to speak for Jesus Christ.
According to the Marin Healthcare District’s website, in 1985, “The Marin Healthcare District Board leases the hospital to a new nonprofit, Marin General Hospital Corporation, under a 30-year agreement.” Quinten Cook played a key role in overseeing this lease and the formation of the nonprofit. Although the arrangement appeared to be a smart financial move on the surface, the lease included no transparency or oversight and a provision for transferring surplus funds—an “excess cash transfer” clause—which enabled management to divert revenues beyond as needed for debt obligations. This resulted in a redirection of critical resources away from patient care and outside the reach of regulatory oversight. Under the new leadership, staffing levels were cut, with a shift from licensed professionals to unlicensed personnel, leading to a marked decline in the quality of patient care.
Cook played the central role in the controversial deal that critics called “the biggest theft of public property in Marin’s history.” Marin General Hospital, founded in 1952, was a debt-free public hospital built on donated land and funded by local taxpayers. Under Cook’s guidance, the residents and the Hospital community were unethically stripped of their resources. The deal he struck handed these resources and their management to private interests, while ensuring his own pockets were stuffed along the way. Essentially, he orchestrated the siphoning of community resources into a non-transparent, non-regulated entity with no oversight from which he was a principal benefactor.
Cook’s involvement in this scheme questions his qualifications for spiritual leadership. His actions were not transparent, not accountable, and certainly not Christlike, but he made a lot of money. Once the district realized they had basically been pillaged, they filed a lawsuit, which was dismissed due to the statue of limitations had run out.
Marin General’s tie with Sutter and its predecessor, California Healthcare Systems, has been a source of contention since 1985, when directors agreed to lease the hospital for 30 years, giving up control of day-to-day operations.
The district filed a lawsuit last year attempting to break the lease. It alleged conflict of interest and breach of contract, but a judge recently ruled that the statute of limitations had run out on the conflict allegations…
SFGate: New Battle Over Marin General Hospital Management / Candidates take sides on Sutter Health, Peter Fimrite, Oct 8, 1998
https://www.sfgate.com/health/article/New-Battle-Over-Marin-General-Hospital-Management-2986368.php
The Marin General Hospital Deal
Marin General Hospital was built in 1952 to serve the people of Marin County. The land was donated, the facilities were funded by public bonds, and the hospital was overseen by an elected board representing the community. It was debt-free and functioning under a mission of public service.
That all changed in the mid-1980s. Henry Buhrmann was brought in as the hospital’s administrator. He quickly brought in Quentin Cook to serve as the legal counsel for the public Marin Healthcare District. They had worked together earlier, at the Peninsula Hospital, and privatized the health care system too! Together, they drafted a lease to transfer operation of the hospital to a newly-formed private nonprofit corporation—Marin General Hospital Corporation—a move they had previously executed at Peninsula Hospital.
The new arrangement effectively stripped the public of control. The lease handed over operations for 30 years, transferred millions of dollars in public assets to the nonprofit shell, and lacked adequate oversight or guarantees for the hospital’s eventual return to public hands. The new corporation was formed in secretive conditions, and the deal was pushed through with minimal public awareness or input.
Later in his career, he served as president and CEO of California Healthcare System (CHS) for three years and then as vice chairman of Sutter Health System.
Cook’s work in privatizing hospitals in California involved some controversy. As an attorney representing public hospital districts, he negotiated deals favorable to nonprofit healthcare corporations before leaving to become an executive with those corporations. Critics claimed the deal quietly gave public revenues to private interests. In a lawsuit to regain control of the hospital, the districts alleged this was a conflict of interest and violated their public mission, but the court found that statute of limitations had expired. The hospital became part of CHS, which later joined Sutter Health, both of which held Cook as a top executive.
Wikipdeia: Quentin L. Cook
https://en.wikipedia.org/wiki/Quentin_L._Cook
Just before the lease was finalized, Cook resigned from his position as counsel to the public district and took a leadership role within the very nonprofit shell he had helped create. Similarly, Buhrmann signed the lease as administrator of the public hospital and then immediately became CEO of the new private entity. The public never voted on the deal. There were no headlines. It all happened quietly—until it was done.
Community members who later investigated the arrangement were stunned. One remarked, “The public did not know. There were poorly publicized meetings… I read the lease and wonder how anyone could sign it.” County Supervisor Gary Giacomini called it “the biggest theft of public property in Marin’s history.”
Even though the hospital continued operating, its revenue was now feeding into a privately controlled system with executives at the helm who had written their own rules. Later, the shell corporation joined California Healthcare System (CHS), and eventually merged with Sutter Health, where Cook became Vice Chairman. Sutter would go on to pull millions of dollars per year out of Marin General before the public finally regained control in 2010.
Sutter Health has built its medical empire in many ways, but one of the more common involves the lease of hospitals from governmental entities known as public health districts. Such leases are often initially described in public service terms. The argument usually goes something like this: By leasing facilities to a nonprofit health care provider, a public health district can offer high-quality health care and save taxpayers money and gain protection from the vicious competition of the modern health care arena.
But two Northern California public health districts recently filed lawsuits to void leases with Sutter Health and regain control of formerly public hospitals. Allegations of conflict of interest are at the core of both suits. In each case, the government claims the terms of the lease favor Sutter, and harm taxpayers, to an inordinate degree.
The Marin Health Care District, which includes Marin General Hospital in Marin County, and the Peninsula Health Care District, which includes Mills-Peninsula Health Center and Mills-Peninsula Medical Center in San Mateo County, both filed legal complaints in 1997. The districts allege that the leases of their facilities to nonprofits were poisoned by conflicts of interest dating back to the mid-1980s.
The Marin and Mills-Peninsula cases reach back to their original leases in 1985, which were privatizations of the district hospitals. In both cases, the districts leased their hospitals to nonprofit health systems that later merged with Sutter Health. In both cases, key participants representing the public districts in the lease negotiations emerged, later, as employees for the new nonprofit entities created as a result of those deals.
Marin General Chief Executive Officer Henry Buhrmann and Charles Mason, former head of Mills-Peninsula, each led his respective hospital district into a privatization deal. Each subsequently became the top executive of the nonprofit that leased the formerly public hospital.
Quentin Cook — an attorney formerly with the San Francisco law firm of Carr, McClellan, Ingersoll, Thompson & Horn — represented the districts in both deals. Cook became the attorney for the nonprofit health care organizations created in those deals to lease the once-public hospitals.
In their lawsuits, the districts allege that Cook and the CEOs violated a conflict-of-interest law preventing government employees from participating in transactions in which they stand to gain from the outcome. Therefore, they argue that the 1985 hospital leases, which are still in place, are invalid.
Both districts allege that those leases heavily favor the nonprofits — now part of Sutter — leaving the public with little say in health care issues and virtually no income from the hospitals. “There’s a mission that district hospitals have, and there’s a mission that nonprofits have, and they are not the same,” says Marin Health Care District Board Member Linda Remy. “District hospitals are the only form of organization for hospitals where the mission is to serve everyone in the community.”
Sutter’s Empire Strikes Back: Two lawsuits allege conflict of interest, sharp dealing, by Lisa Davis, January 21, 1998
https://web.archive.org/web/20071222202427/https://www.sfweekly.com/1998-01-21/news/sutter-s-empire-strikes-back/
“We’re going to take back our tax-supported hospital and take back the money they siphoned off,” declared incumbent Sylvia Siegel. Her charges that Sutter uses revenue from Marin General for its other affiliates have been vociferously denied by hospital officials… The transfer to corporate control stripped the Marin Healthcare District Board of its power, leaving it with the sole responsibility of overseeing the lease….
The number of hours worked by registered nurses and medical technicians dropped 44 percent and 74 percent respectively from 1992 to 1996.
They cite as an example of declining health care the case of Jennifer Childs, who died last year from injuries in a car accident after it took three hours to transport her to Sutter Medical Center in Santa Rosa, where a neurosurgeon was on duty. Marin General did not have a neurosurgeon scheduled that night.
“I’ve seen medical care at Marin General deteriorate over the years,” said Del Santo, whose nephew, Raymond, was sent to Sutter Santa Rosa after being injured in the accident that killed Childs. “Marin General needs to take care of its own emergencies.”
SFGate: New Battle Over Marin General Hospital Management / Candidates take sides on Sutter Health, Peter Fimrite, Oct 8, 1998
https://www.sfgate.com/health/article/New-Battle-Over-Marin-General-Hospital-Management-2986368.php
The experience of leasing the publicly owned hospital since 1985 to lessees who operated MGH without accountability is a learning experience. Before 1885 MGH was an accountable, profitable full-service hospital. Getting the hospital back to pre-1985 speed will be a formidable but not impossible task.
I have followed the elected board closely since 1974. What piqued my interest then was that the board made a concession of the emergency room, giving the contract to the lowest bidding doctor. The protests of medical staff doctors, including me, were ignored. Shortly after the contract was signed it was clear that the board made a misjudgment and choices thereafter were not based on price alone. The board subsequently made worse mistakes than the 1974 decision.
No decision of the board was worse than the 1985 lease when hospital users became the losers. Hospital CEO Henry J. Buhrmann and hospital lawyer Quentin Cook formed a MGH shell corporation, got all five directors to sign their 30-year lease, and then siphoned millions of dollars of public assets to the shell. The Sutter Health hospital chain acquired the lease in early 1996. Fortunately for California residents any lease similar to this one would now require voter approval.
Coastal Post, Marin County’s News Monthly: Hopeful Horizon for Marin General Hospital by Norman Carrigg, MD, September 2007
https://web.archive.org/web/20080515195017/http://www.coastalpost.com/07/09/05.html
Background
Many Marin residents are unaware that MGH belongs to the public as do school districts, for example. District taxpayers paid for the hospital opened in 1952 on donated land. An east wing was added and more recently a west wing. The west wing is known to be seismically safe by current standards. Most of the inpatients are in that wing. The hospital additions were financed with revenue bonds. Since hospital bond revenue is not taxable, interest costs are acceptable.
For years MGH has been self-sustaining and profitable. In fact, it is a cash cow for its current operator, Sutter Health, the Sacramento-based hospital chain. Sutter acquired a 1985 hospital ease in 1996. The hospital is scheduled to return to community control in 2015 when the lease expires.
The 1985 MGH Lease
In 1985 the hospital attorney, Quentin Cook, and its CEO, Henry J. Buhrmann, presented a 30 year lease to the five elected directors who signed without dissent. A shell corporation was formed with the hospital attorney and CEO assuming similar positions in the privatized hospital. Late 1985 millions of dollars of public assets were transferred to the new corporation which began operation behind closed doors. It still lacks transparency.
The public did not know. There were poorly-publicized meetings, inadequately covered by the local press. Dissenters were hardly noticed. I read the lease and wonder how anyone could sign it but one of the signers, Dr. Peter Eisenberg, was wildly enthusiastic about it for years. In contract Gary Giacomini, then a county supervisor, called it “the biggest theft of public property in Marin’s history.”
Beyond 1985
The privatized MGH “affiliated” with California Healthcare Systems in San Francisco in 1986. Millions of dollars of patient revenue made one-way trips across the Golden Gate Bridge. The one-way money flow changed direction in 1996 when the San Francisco operation and MGH merged into Sutter Health. Quentin Cook, then CHS president, became a Sutter vice-president.
The elected district board was dominated by management sycophants. Early 1996, at the behest of Buhrmann, MGH joined Sutter’s “obligated group.” It took the votes of three directors: Dr. Larry Bedard, Valerie Bergmann and Suzanna Coxhead. Bedard and Bergmann are history but Coxhead remains at the only Sutter sycophant on the elected board. What are the obligations? Any time there is more money in the hospital bank account(s) than needed for 14 days operation, Sutter has the right to sweep. This is known as “excess cash transfer.” What I consider more dangerous is that MGH became on of the guarantors of Sutter’s massive aggregate debt.
Coastal Post, Marin County’s News Monthly: Marin General Hospital Update By Norman Carrigg, M.D. August 2004
https://web.archive.org/web/20040901181847/http://www.coastalpost.com/04/08/25.htm
The Hospital Since
MGH Since the 1996 Election
November 1996 the renaissance began. Sylvia Siegel, a nationally recognized consumer advocate, was elected to the board and swept Linda Remy into office with her. What with Dr. Diana Parnell already on the board, for the first time ever the board could be called consumer-oriented. The current board has four strong consumer advocates and Suzanna Coxhead.
The Healthcare Board in 1997 made an attempt to return the hospital to community control. The basis of a lawsuit heard in Sacramento Superior Court was that Buhrmann and Cook violated California Government Code, Section 1090, which prohibits public employees from making contracts to benefit themselves. The Sacramento judge ruled that the four years statute of limitations had been exceeded. She made no ruling on the merits of the case. The California Supreme Court concurred. By case law the judge could have considered the case because there is traditionally no time limit when public property is involved.
MGH in 2004
From the health consumer standpoint the public has the best elected board since I began following it in 1974. However, it is basically powerless because the 1985 lease takes most responsibility from the board. The Grand Jury report finds the District Board “weak and ineffectual.” This is correct and it could be remedied by a lease that restores oversight to the directors. It will take either a consumer-friendly lease or 2015 when Sutter is scheduled to depart to alter the role of the District Board, sorry to say. The board is inadequately funded which makes matters worse. When a consultant is needed, for example, there are no funds available.
Coastal Post, Marin County’s News Monthly: Marin General Hospital Update By Norman Carrigg, M.D. August 2004
https://web.archive.org/web/20040901181847/http://www.coastalpost.com/04/08/25.htm
The 2007 problems of Marin General Hospital have their genesis in the mid-1980s. The district hospital, built on donated land and with a general obligation bond, opened its central wing in 1952. The elected Marin Healthcare District board did not run the hospital. That was left to a hired administrator.
In 1982, the board replaced a docile longtime administrator, Ray Bolinger, with Henry J. Buhrmann who had been discovered at Burlingame’s Peninsula Hospital by a headhunter, Bill Hoyt, who was paid $10,000 for the deed. Although Buhrmann had never administered any hospital before accepting the position, he demanded and got a higher salary than Bolinger ever received.
Buhrmann had discussed “reorganization” with its elected directors in the fall of 1984, but that was kept sub rosa until after the November 1984 election when it surfaced. Buhrmann’s role model might have been Peninsula’s administrator, Charles Mason. What has been accomplished at Peninsula could be replicated in Marin. Using the same Burlingame lawyer, Quentin Cook, it was totally a smooth operation. Even the term used for privatization—”reorganization”—seemed harmless. The Marin Independent Journal, then a Gannett paper, was of enormous assistance by its silence in 1985. MGH had placed double full-page ads in the IJ and placed its publisher, Robert Weil, on the board of the hospital’s foundation. The public awakened in 1985 to discover that the district residents no longer controlled their community hospital. It had been privatized by 5 to 0 with a 30-year lease to a MGH shell corporation established by Buhrmann and Cook.
Millions of dollars of public assets were transferred to the MGH shell corporation in 1985. Probably the comment of a county supervisor at the time, Gary Giacomini, was the most memorable about the event: “The biggest theft of public property in Marin’s history.”
Now it seems incomprehensible that the five directors would sign a lease so lopsided that the lessee could operate the hospital without accountability, behind closed doors. Surprisingly, the directors were sophisticated individuals. Two were doctors: Peter Eisenberg and Grace Goebel d’Esmond. A former MGH nurse, by then a lawyer, Jeanine Gisvold, also was a signer. The Marin Healthcare District board is essentially powerless now.
There has been public anger since 1985, especially after Sutter assumed the lease in early 1996. The plain fact is that MGH is a bottom-line Sutter business. There are quality-of-care issues and problems because of inadequate staffing. Although the board is described by one of its members, Dr.Larry Bedard, as “dysfunctional” (and he may be that), but I disagree that the entire board is dysfunctional. The monthly meetings can be raucous, but that is not new. I have been following the board since 1974. In the ’70s, Sun publisher Steve McNamara once described board meetings as “theater of the absurd.” Better that the elected board be contentious rather than harmonious—as in 1985 when the five gave away the community hospital.
Problems of Marin General Traced to 80s, Norman Garrigg MD, Sept 5 2007
https://web.archive.org/web/20070914155839/http://www.pacificsun.com/square/index.php?I=3&d=&t=358
Troubles continued for Marin General Hospital, and in 2019, the staff went on strike due to policies and poor contract negotiations for quality caregivers.
Reviews of the Hospital make it clear that the community doesn’t feel the facility has recovered from the pillaging, even 40 years later. There are complaints about the motives, staffing, service, etc. Online reviews frequently state warnings such as “Enter at your own risk,” “Please avoid if at all possible,” and “Please go somewhere if you want to survive.” There are even those who pick up on the state of the hospital, saying “this hospital is a racket,” “this hospital is demon infested, a satanic stronghold,” and “this hospital is run by crooks.” Here’s a sampling:
🚨🚨🚨 FAIR WARNING 🚨🚨🚨
https://share.google/UfGxh2meUBM4EYik7
This hospital is demon infested, a satanic stronghold. If this hospital will make money from the death of your loved one
As a physician I am appalled.
https://share.google/oOvvLfaFOZjXn9gKZ
Horrible Wait Times. Management Should Be Fired For Understaffed MD’s & Nurses.
https://share.google/xeq1Mrh4HAigl19WY
Avoid at all costs!! This hospital is a racket. We were visiting our brother and his husband when my wife had a kidney stone. We traveled 40 minutes to get to this hospital, once we got there they had us sit the waiting room for over an hour and a half while my wife was in excruciating pain. They finally got around to taking a blood and urine sample after which they sent us back to the waiting room- still with no pain medication or mitigation of any kind . After another hour of waiting they took her for the ultrasound at which point she finally passed the kidney stone. At no point did they give her any pain medication. To add insult to injury they billed us $12,000. Avoid this hospital at all costs! Disclaimer: I only gave them one star because there is no way to give 0 or negative ratings.
https://share.google/PxeTGwDbZwHyMrf3z
If I could I would give would Marin General no stars at all. It is simply run so poorly that it was hard to believe. The doctors who actually see patients and work for the hospital are the worst doctors I have ever had to deal with. the hospital is so poorly run and no one picks up a phone. I believe my husband died because of their terrible care. I won’t go on but whenI had 911 come and take my husband for care I told them not to go to Marin General but to go to San Francisco California Pacific Hospital. There was an accident on the bridge and so they had to turn around and take him to Marin. They phoned and said how sorry they were that they couldnt get him to the city. They knew what Marin General was like and felt terrible. Everyone knows what a terrible hospital Marin General is- including the ER. Won’t even start about that place. But please go somewhere if you want to survive.
https://share.google/bNj9a6iylESUH71UP
My current room is new and clean; the view is lovely! THE REST IS HORRIBLE.I WILL NEVER RETURN TO THIS FACILITY EVEN THOUGH IT’S CLOSE TO HOME. THE CARE HERE IS DETRIMENTAL TO A GOOD RECOVERY.
https://share.google/ao0OSAdKbVZiiPPJw
Currently a patient and wish I would have gone to a UC hospital in San Francisco (far more mindful facility),; Marin General is dampening my spirits by giving me inadequate care in a number of ways.
This hospital is run by crooks. I was visiting town when my toddler got a fever. Took him in to be seen. Visit was an hour long. Got some Tylenol paid my copay and on our way. They charged us thousands of dollars. Billed $350 for a dose of Tylenol. Insurance covered some but they are now trying to rob me for thousands of dollars more. These people are monsters. 4 generations of my family were born here. I’ll never go back.
https://share.google/RlAMpDlipkghbJcN9
Legality Questionable, Ethically Corrupt
Again, when the community eventually filed a lawsuit to regain control of the hospital, the courts acknowledged the suspicious nature of the transaction. However, they dismissed the case on a technicality—the statute of limitations had expired. In other words, Cook and his associates got away with it, not because it was legal or honest, but because it was too late. The only reason Cook got away with this was because it wasn’t sued fast enough.
Even legal scholars noted that the deal likely violated California conflict-of-interest laws, which prohibit public officials from benefiting from contracts they helped draft. But no legal judgment was ever rendered on the merits of the case.
Cook’s wrongdoing lay in a clear conflict of interest: he was serving as legal counsel for the public healthcare district while simultaneously working with the private nonprofit that took over the hospital. In effect, he was on both sides of a deal that ultimately enriched him and stripped the public of control. This conflict was explicitly noted by the judge when the case was dismissed—not because the claims lacked merit, but because the statute of limitations had expired. The court went out of its way to affirm that the allegations were serious and likely valid. Had the case been brought sooner, or had Cook still been practicing law, he may well have faced disbarment.
The Apostle and the Shell Corporation
Not long after these events, Quentin Cook was called into the highest levels of LDS Church leadership. In 1996, he became a member of the Seventy. By 2007, he was sustained as an apostle.
For those familiar with the inner workings of the LDS Church, the connection might raise eyebrows. After all, the church has a history of using its own shell corporations, opaque financial structures, and quiet asset transfers. Cook’s success in privatizing a public hospital—essentially converting a public good into a private asset—may have been seen as a strength by church leaders rather than a red flag. In their eyes, perhaps Cook had proven himself to be an executive with the kind of loyalty, discretion, and resourcefulness that the Church’s “Board of Directors” could use.
This is, after all, the same institution that hid hundreds of billions of dollars in investment funds. The church hid funds both from its members and the IRS by spreading the money across dozens of shell corporations, as revealed by whistleblower reports in 2019 and confirmed by the SEC settlement in 2023. Cook, it seems, fit right in.
A Question of Integrity
Quentin L. Cook now spends his days preaching about integrity, faith, and Christian discipleship. He urges members to live honestly, serve others, and follow the Savior’s example. But for those who know the story of Marin General Hospital, these words ring hollow.
It’s difficult to reconcile the image of a humble apostle with the actions of a man who helped orchestrate the quiet takeover of a publicly owned hospital, personally benefited from the deal, and then walked away untouched. Legal loopholes do not excuse moral responsibility, especially for someone who claims divine authority.
Self-Serving
The story of Quentin Cook and Marin General Hospital isn’t just a local political scandal. It’s a cautionary tale about power, accountability, and the hypocrisy that festers behind spiritual titles and corporate success. This is yet another crack in the carefully constructed facade of prophetic leadership. When those who claim to represent God behave more like corporate raiders than spiritual shepherds, it’s fair to ask: Who are they serving?
This scandal continues to stand as a cautionary tale of how power and influence can be used—not to serve the public good, but to quietly enrich insiders. Quentin Cook, acting as legal counsel for the public hospital district, helped orchestrate a deal that transferred millions in public assets to a private shell corporation. Then, he stepped into a leadership role within that same private entity, profiting from the system he helped design. While courts ultimately dismissed legal challenges on procedural grounds, they acknowledged the legitimacy of the conflict-of-interest claims. The law couldn’t hold him accountable—but that doesn’t mean he was innocent.
Strikingly, it was during this same period—while the public was still attempting to unravel the damage he had done—that Cook began ascending through the ranks of LDS Church leadership. He became a General Authority Seventy in 1996, just as Marin County was fighting to regain control of its hospital. By 2007, he had been sustained as an apostle, one of the highest offices in the church. Perhaps his ability to discreetly move vast resources behind closed doors impressed those at the top. After all, the LDS Church itself has used shell corporations to hide billions in investment assets from both members and government agencies. In Cook, they may have seen not just a faithful servant—but a kindred strategist.
As an apostle in the LDS church, Quentin Cook continues to earn money from the collective good of his subjects. Now he, as an apostle, receives full reimbursements for living expenses and a healthy stipend on top, all the while preaching to the world that the church has “no paid ministry.”
It’s ironic, really. The church loves to say it’s a hospital for sinners, not a museum for saints—but in Quentin Cook’s case, it may have actually recruited a hospital administrator. Unfortunately, instead of healing, he specialized in asset transfers. It’s no wonder he’s earned the nickname from woke Mormons and dissenters as Elder Quinton L. Crook.
At wasmormon.org, we believe that integrity, transparency, and truth matter more than image or institutional loyalty. If you’ve seen behind the curtain—if you’ve wrestled with the gap between what leaders say and what they do—you’re not alone. We invite you to share your story of faith, doubt, and discovery. Here, telling the truth is more important than toeing the line.
More reading:
- Sutter’s Empire Strikes Back: Two lawsuits allege conflict of interest, sharp dealing, by Lisa Davis, January 21, 1998
- Coastal Post, Marin County’s News Monthly: Hopeful Horizon for Marin General Hospital, September 2007
- Coastal Post, Marin County’s News Monthly: Marin General Hospital Update, August 2004
- Problems of Marin General Traced to 80s, Sept 5 2007
- https://www.sfgate.com/health/article/New-Battle-Over-Marin-General-Hospital-Management-2986368.php
- https://wheatandtares.org/2023/07/11/quentin-l-cook-first-do-no-harm/
- https://www.reddit.com/r/mormon/comments/14x8ilz/quentin_l_cook_first_do_no_harm_the_latest_in_a/
- https://www.reddit.com/r/exmormon/comments/11bj2xa/dont_forget_quentin_cook_stole_a_public_hospital/
- https://www.reddit.com/r/exmormon/comments/4rzhqb/can_someone_explain_in_idiot_terms_what_quentin_l/
- https://discussmormonism.com/viewtopic.php?t=103319
- https://www.slideshare.net/slideshow/new-l-d-s-apostle-quentin-l/128680
- https://en.wikipedia.org/wiki/Quentin_L._Cook
- https://www.exmormon.org/phorum/read.php?2,1503537
- https://www.youtube.com/watch?v=OQKTTDrqRsc
- https://nuhw.org/14046-2/