- Worked directly with the COO to launch a value initiative across 19 clinical departments, resulting in institution-wide cultural and systematic changes related to quality measurement, as well as physician engagement with metrics; generated $200,000 in savings and a 6% readmission improvement - Led a multi-hospital cost reduction and quality program that led to $12.6 million in net savings over a six-month period - Spearheaded an initiative to streamline bone disease treatment across hospitals by coordinating with clinical departments, leading to $800,000 in annual cost savings

- Independently led multiple projects (often across departments and with clinical leads) to cut costs and improve quality for the hospital- Identified areas of risk and opportunity across clinical areas of the hospital and executed analyses that drove value and financial improvement; includes patient class optimization and a predictive analytics project for end-of-life care- Tracked and presented project performance/metrics to various stakeholders, while maintaining constant lines of communication across specialties

- Analyzed revenue impact related to regulatory changes and made recommendations to maximize hospital reimbursement- Led post-merger revenue tracking initiatives to monitor revenue performance and rectify discrepancies for acquired hospital; net increase of $19 million annually - Worked with departments to optimize charge capture and create revenue-driving process improvements- Coordinated system optimization efforts with various internal teams to stimulate revenue improvement- Representative in hospital-wide initiative to maintain uninterrupted revenue stream and improve supply classification process during hospital integration; resulted in $118M in revenue protection

- Independently managed multiple client relationships; drove accountability and fostered a collaborative environment to improve hospital financial metrics and employee productivity- Led technical design, implementation, and system optimization efforts for proprietary software to improve revenue cycle financial performance- Analyzed financial data and identified pockets of risk to increase hospital revenue and cash flow- Identified breakdowns in revenue cycle workflow; droveoperational improvements through organizational restructuring and process improvements- Spearheaded training sessions up to the executive level to empower client counterparts to leverage software for financial improvement