The Director is a leadership position that brings business knowledge, innovation, and insight to create distinctive value for its clients while creating a culture of individual ownership and accountability for high performance. The Director provides strategic leadership to achieve the organization's business objectives. ● I Provided Leadership & Management for Legacy Professional & Hospital wind-down engagements at large teaching hospitals in the USA● We Achieved the established KPIs and OKR, such as cash to goal, First-touch resolution, executive reporting, and internal financial goals.● I Provided Leadership to a sizeable offshore Team to support offshore productivity and quality.● Interfaced and fostered client engagement through email, team calls, and in-person visits.● Successfully implemented problem-solving strategies to identify and resolve revenue cycle discrepancies, increasing overall department efficiency● I mentored and provided opportunities for my direct reports to aspire to their respective goals

The Executive Director of The Faculty Practice plan is responsible for the end-to-end revenue cycle for 455 teaching physicians. Additionally, the ED is responsible for preparing revenue and expense budgets .● Reduced Operating expenses by more than 1.5 million dollars through reorganization and optimization of resources.● Successfully negotiated with Blue Cross and Blue Shield the recovery of over $1.0 million related to Tax ID and NPI Issues.● Reduced final denials related to eligibility and authorizations to less than 4% of gross revenue.● Reduced A/R Days for all financial categories except local government YOY days decreased from 51 to 41 days.● Responsible for 51 FTEs across various functional areas of the revenue cycle● Utilized Project Management skills and tools to drive ongoing results.● Redesigned Enterprise Task Management System ETM to allow for standardization of task assignment.● Managed large team of onshore and offshore FTE’s ● Implemented a Presumptive Charity Care Eligibility workflow that will allow the Institution to discern bad debt accounts from charity care. Accurately reflect in State Reporting the amount of charity care provided.● Oversaw developing and issuing an RFP for Revenue Cycle Services that enabled the Institution to reduce charge lag in Radiology, Pathology, Anesthesia, Psychiatry, and Emergency Medicine to acceptable levels.● Prepared CARES application during COVID-19, which resulted in the Institution receiving over 1.0 million dollars.● Participating in State Taskforce for Round 3 CARES Funding

The Executive Director is responsible for strategic leadership in developing best in class revenue cycle solutions for Millennium. The Executive Director develops with the revenue cycle team policies, procedures, and workflows that result in achieving key KPI'sSelected New Practice Management Application to replace a legacy platformKey Achievements:• Selected New Practice Management Application to replace a legacy platform• Successful Go-Live as of September 1st, 2018 without any disruption in cash flow• Increased Cashflow first six months by over 50% per month• Decreased Chart and Bill lag to acceptable levels• Developed Productivity and Quality Metrics for Revenue Cycle Specialists• Developed Project Timeline with Milestones • Reorganized Revenue Cycle Department to align more closely with industry standards• Developed and Implemented Policies and Procedures that effectively guide revenue cycle work• Overseeing the deployment of an intergrated inventory management system for ASC

Responsible for providing strategic leadership and operational oversight for a 35-member remote workforce with six direct reports. Drive departmental performance through proactive analysis and collaboration with operational and practice teams to establish and meet production and quality targets.**Key Achievements: **• Led a remote workforce of 40 FTEs, overseeing six direct reports.• Consistently achieved 100% cash-to-net revenue performance over a rolling 12-month period.• Maintained 3% or less denial rates for the last 36 months.• Optimized cost structure to align with corporate financial objectives.• Successfully partnered with Central Coding Operations & Brentwood PSC to realign 40 FTEs into a corporate framework.• Spearheaded the implementation of EPIC PB Resolute within an eight-month timeline.• Developed pre- and post-billing work queues with operations and coding teams.• Led the integration of a PPMS merger from a legacy system to EPIC PB Resolute in partnership with HCA Physician Services and Central West Texas Division leadership.• Revamped the Provider Enrollment Department, streamlining onboarding and reducing claim hold times.• Reduced charge lag to under three days for office-based work and six days for hospital-based tasks.• Directed a successful 12-month transition of 35 FTEs from office-based roles to a remote work environments.• Achieved a net insurance AR day reduction to 22 days, down from 42 in 2014.• Prepare and present monthly operational reviews with key performance metrics to senior management.• Achieved 86% participation and 79% engagement in the 2017 Employee Engagement Survey.• Established a centralized pre-authorization and referral department, significantly reducing initial denial rates.• Hands-on expertise with EPIC PB Resolute

As the COO I oversaw the operational efficiency and strategic execution of the organization, with responsibilities spanning operational leadership, financial management, compliance, team leadership, patient experience, and stakeholder collaboration.Key Achievements:• Developed and executed a strategic turnaround plan, revitalizing failing practice operations and revenue cycle management.• Optimized staffing structures to align with industry standards based on provider headcount.• I successfully migrated the revenue cycle from a legacy system to EclinicalWorks, improving operational efficiencies.• Reversed a gross operating loss, achieving profitability in all subsequent years following year one.• Ensured compliance with PQRS standards, securing incentive qualification for physicians.• Introduced a budget process focused on revenue growth, contributing to year-over-year increases in physician compensation.• Negotiated favorable payer contracts and strategically terminated unfavorable agreements, enhancing financial outcomes.• We designed workflows for handling first, second, and third-level appeals for No-Fault, Workers' Compensation, Medicare, and other payers.• I implemented a DME inventory control system, optimizing supply chain management.• We renegotiated major third-party payer contracts, resulting in significant rate improvements.• Collaborated with legal teams to arbitrate No-Fault and Workers' Compensation cases.