Anna Michelle Justice Email and Phone Number

Core responsibilities encompassed overseeing all aspects of Revenue Cycle Management (RCM), Credentialing and Payer Contracting. A lean, in-house Revenue Cycle team was established to complement outsourced billing procedures, focusing on areas such as coding, documentation audits, and insurance verification for a telehealth-centric, multi-state practice. Additionally, the role involved deep analysis of operational data to seek optimization in workflows and increase collections, developing reports for leadership to support strategic decision-making. The position required ensuring compliance with documentation processes to mitigate insurance claim audit risks and managing the credentialing process for medical staff across multiple states, including overseeing the maintenance of practitioner databases and credential files. It was vitally important to maintain adherence to national quality standards throughout all these functions.

Member of the leadership team for The Heart Center of Northeast Georgia Medical Center responsible for planning, operation and reporting for the General Cardiology (11 physicians and 1 advanced practitioner) division. Implemented and manage a practice-wide call center that processes in excess of 400 calls per day for a multitude of clinical and non clinical concerns for the practice's 65 physicians and advanced practitioners operating in 14 locations. Responsible for the management of 37 support staff, including 9 call center agents. Responsible to coordinate efforts between the practice and community hospitals in the region.

Planned and implemented a call center with the goal of improving sales and customer service for a total of 20 AutoNation dealerships in Alabama and Georgia. Responsible for planning, staffing, technology configuration, agent training, operations and reporting.

In addition to performing the duties of a Real Estate agent in the sale of new construction proprieties, was responsible for defining and implementing systems and processes to enhance the effectiveness and efficiency of the Tamera Wade and Partners team.

In this new position for the organization, Michelle was tasked with the development and implementation of a scalable Centralized Business Office (CBO) for this growing organization (38 providers at 7 Urgent Care Center). As part of this effort, an Atlanta-based revenue cycle and credentialing team was recruited and trained, office space was outfitted, and DocUTap Urgent Care EMR/PM was selected and implemented. Michelle was responsible for the complete setup of the Patient Financial Services side of the application and was in integral part of the rollout to the organization’s providers. She led the development of a comprehensive set of billing and reimbursement policies and procedures, a strategy to work down legacy A/R and helped develop a set of key metrics to monitor the revenue cycle operation for both internal leadership as well as outside investors. She implemented a “Card on File” system to address patient balances, and continued to manage payer relations, and medical staff services functions. Michelle was successful in creating a scalable, stable and high preforming revenue cycle operation. In 2015, Well Street Urgent Care made the decision to move to EPIC as part of an affiliation with Piedmont Healthcare. Michelle led the patient financial services transition to EPIC. This required learning the applications, collaborating with the Piedmont and EPIC teams and adjusting operations, procedures and leading the team through the transition.

Began working with this start up company in January 2012 and held several titles. My experience in revenue cycle and operations was invaluable. As the Manager of Payer Relations, I was responsible for credentialing all of our clinics with payers, which includes all of the major payers and Medicare and Medicaid. As the manager of this department I created the polices and procedures for credentialing our physicians for privileges with our company.

As the Regional Practice Manager, I recruited the staff for 5 clinics and managed the day to day operations. I continued to be a part of the team that created policies and procedures, training and revenue cycle support.

I was the first manager for this start up company. I was tasked with recruiting a high quality team and the training of that team. Established the first policies and procedures. Supervised the day to day operations which included front desk operations, clinical operations, revenue cycle and staff mentoring and coaching.

Practice Administrator charged with the daily management of the Neurology, Neurosurgery, and Front-office (reception, scheduling, pre-registration, insurance authorizations, registration, cashiering, referrals and O/R scheduling) functions for Neurology, Neurosurgery, and Urology practices (11 providers in total). In addition to daily management, responsible for annual budget, payroll, staff recruiting and performance reviews.

Office Manager for this physician-owned full service neurosurgery practice. Full range of responsibilities including front and back office management, human resources, bookkeeping, A/R, coding, front and back office operations, property management and truly all business aspects of this organization. This practice was acquired by Atlanta Neurological and Spine, LLC