As the head of the Revenue Cycle Management Group, oversee all aspects of revenue cycle performance to meet strategic corporate goals. Work with practice management staff to provide analytical reviews, created written processes for continuous quality improvement, and maintain key performance goals related to receivables management. Key responsibilities include:Review and analyze existing practice operations to develop and implement process improvement recommendations. To date, have implemented process improvement projects related to cycle review, cryo storage billing, and quality assurance management. Currently completing implementation of insurance verification, financial counseling process and clinical study billing guidelines. Participate in the development of reimbursement policies and procedures. Update and expand revenue cycle policies to improve processes and efficiencies.Liaison with practice and business office staff to resolve issues and outstanding problems in A/R management. Work with staff to develop targeted action plans to address identified issues, and analyze monthly outcomes to ensure resolution and reverse unfavorable reimbursement trends. Provide oversight and training for new partner practices on implementation of revenue cycle related processes and systems, month-end closing procedures, and A/R roll-forward reports.Create and deploy weekly and monthly scorecards to accurately and efficiently report revenue cycle activity to physicians and corporate management.Maintain reimbursement related key performance indicators by setting and benchmarking revenue cycle goals.

Head of the Receivables Department for the Center for Wound Healing a 35 site hyperbaric wound care Management Company. Responsible for all revenue cycle related activities for the company including intake, billing, and invoicing.Managed a decentralized staff of 20 composed of 3 divisions and located across 4 states. Divisions include an intake unit which verifies and obtains pre-certifications for all hyperbaric patients, a billing unit to insure maximum reimbursement for services rendered and a collections unit to pursue aged accounts. Worked with Regional Managers and Center Staff to improve front end operations and insure that accurate patient information is obtained. Instructed center staff and physicians in appropriate coding requirements for hyperbaric services. Analyzed open receivables and developed comprehensive plans to reduce aged accounts. Identified denial trends and developed plans to improve processes that avoided future denials. Developed tools and processes to manage receivables and optimize reimbursements. Worked with hospital partners to develop accurate and timely financial reports. Initiated a reconciliation process to insure that all payments received by the hospital partners are credited and invoiced appropriately.

Oversaw all operational and financial activities in the Departments of Surgery, Dermatology, Cardiothoracic Surgery and Critical Care at the NYU Faculty Group Practice (FGP). Managed operations with $54 million in annual patient revenues and more than $70 million total budgets.Grew the Surgical Department’s FGP from one practice with two doctors to a $37 million per year operation encompassing 14 practices and 60 physicians. Worked closely with the departments and physician recruits to develop business plans that accurately assessed the needs and potential of incoming physicians and practices. Projected expected revenues, utilization volumes, staffing, space and equipment needs and all other practice requirements. Instrumental in transitioning new practices to NYU FGP. Ensured that all financial and operational processes were established properly. Identified space and set up office, hired staff, worked with credentialing and managed care offices to obtain proper certifications and managed care contracts. Created yearly budgets for all practices. Identified areas of growth and projected expected impact from that growth. Worked with the practices and departments to ensure that budgets were not in deficit. Continuously monitored activities against budgets and analyzed variances. Presented monthly financial reports to physician leadership and senior administration. These included profit & loss statements, revenue and receivables reports, and billing analyses.

Originated and ran the Reimbursement Services Department to manage 3rd party billing programs for a national multi-site management services organization which ran University Student Health Centers. Worked with Health Center staff to manage receivables and optimize reimbursement. Developed collection projects, which decreased days in receivables by 40% within 6 months while increasing revenues as much as 51% for individual centers. Developed managed care participation strategies and worked closely with the VP of Student Insurance to optimize utililization of the Student Health Centers.Developed, generated and analyzed revenue reports, cash flow analysis, and cost-benefit analysis for monthly and yearly financials. Created yearly budgets and revenue projections, bad debt reserves and receivables valuation. Monitored accuracy of projections and analyzed variances.

Managed all administrative aspects of the Physician's Practice Plan for a group of 50 Neurologists with annual revenues over $12 million. Reorganized the billing office to improve efficiencies and emphasize A/R management resulting in a 20% revenue increase. Responsible for all practice related accounting. Instituted reconciliation processes to maintain accurate data and coordinated the department’s migration to an automated accounts payables system. Created yearly budgets and monitored activity to budget.

Managed a multi-disciplinary Physician Practice Services Department, with specialties ranging from neonatology to geriatrics. During a four year span, doubled the volume, revenues and responsibilities of the department. Monitored receivables to meet projected goals and minimize aging. Kept current with all physician billing and reimbursement issues and regulations and worked closely with clinicians and their front office staff to improve operations. Managed all personnel and administrative duties of running the department.

Supervised a staff of seven in the inpatient-billing department. Was responsible for the accurate and efficient billing of all inpatient accounts using various electronic billing systems. Also responsible for training of new techniques, writing billing manuals, trouble shooting problem accounts, and various reports and special projects.