Anthony Kellogg, Mha, Pmp Email & Phone Number

Los Angeles, Ca, Us

Advise on and lead enterprise implementation and optimization, strategic discovery and planning, and acquisition due diligence for healthcare, technology and investment organizations.

Greenwich, Ct, Us

Drove a payor client business portfolio with 8.9 million lives across 28 IPA,MSO and Payor Clients. Accountable for portfolio performance and growth, Executive relationships, service and delivery oversight. Served as the capitation products practice leader. Onboarded new team members to success. Increased client satisfaction by optimizing client support, implementation quality and client experience. Exceeded YOY revenue growth in FY20,21 & 22 and grew our pool of capitation client references.

Greenwich, Ct, Us

Responsible for leading key client implementations for at-risk entities (MSO, ACO and IPA) and Medicare Advantage payors. Restructured engagements leading to superior outcomes and sustained client satisfaction

Advise on and lead enterprise implementation and optimization programs for healthcare clients across California, Nevada, and ArizonaEngagements included: Multi-Hospital EMR/RCMS and Ambulatory migration leadership, HITECH REC Ambulatory EMR implementation leadership, Professional RCM process improvement advisory, QNXT Claims, Eligibility and BEQ deployment leadership - interim IT Director for MA plan; E2E testing management advisory for Benefit Administration System; HIPAA security/privacy compliance; Interim CIO for coding/billing outsourcer

Duarte, Ca, Us

Held leadership positions of increasing responsibility – From Senior Project Manager through Senior Manager/Senior Director. Established implementation and delivery standards (Initial EPMO). Transitioned PMO practices to the Office of Transformation. Drove major Initiatives that addressed key enterprise risks, growth, performance improvement and compliance . Established portfolio management to facilitate strategic alignment, prioritization and sequencing, resourcing and organizational progress and risk reporting. Facilitated steering committees, strategic and initiative planning. Co-Launched organizational change management cadre and implemented 4 separate change initiatives (focused on physicians and nurses) with 99 to 100% adoption within 90-120 days (3M recognized COH as national physician engagement best practice).

Responsible for revenue cycle performance improvement and core system modernization program for an integrated network of hospitals, clinics, ambulatory surgery centers, and diagnostic imaging sites. Launched the enterprise Lean program.We really pushed the envelope here with a very small team and narrow budgets. This is where lean project management and scrum helped focus all efforts on strict value and optimized governance. We delivered on massive investments in technology to streamline revenue cycle, improve patient care, optimize physician and practice workflow, modernized diagnostic imaging/Lab and integrate ambulatory acquisitions. This was my first foray into leveraging lean practices into everything that we did. We automated as much as we could and maximized every resources available. None of these achievements could have been possible without incredible partnerships, tireless sponsors, ingenious colleagues and supportive executives. We all believed we could and we did.

M.H.A., Health/Health Care Administration/Management

B.A., Political Science And Government