• Lead a team of Diverse team Members in Various location National and International to manage revenue for Hospital, Surgical, Pediatrics and Specialty Physician groups.o Management includes, Receivables, Cal Centers, Credentialing and Medical Coding• Support new Client acquisition and Integration• Leverage Six Sigma Lean process to execute on continuous improvement opportunities

• Lead a team of Regional Billing Directors to drive system standardization and enterprise wide projects• Set Vision on Revenue Cycle plans and execution of plans will Net $4.1 Million for 2015• Project concentrated on o Productivity Improvementso Cost Saving o Incremental Cash collections improvement• Key partner on Acquisitions efforts

• Lead a team of Project Managers, Trainers, Database / Master file Analysts to drive system standardization and enterprise wide projects • Implement Corporate Governance for Project Development and process• Coordinate Training development and execution for Front Line Staff to Executive Director• Key partner on Merger and Acquisition efforts

• Lead a team of approximately 325 employees in the management of $410MM in AR; provide receivables and call center management • Improved cash collection and reduced bad debt, resulting in $8.3MM in Invigorate savings• Successfully merged Florida and Southeast billing teams, realizing efficiencies in productivity and improving REQ/FTE metric by 21% for Southeast, and 36% for Florida • Partnered with Southeast Patient Services leadership team to create the IOP website, leveraging IOP staff to resolve denied claims• Implemented use of InstaMed to enable automated payment plan activity, reducing patient billing costs and increasing patient satisfaction • Significant Improvements of over $1M for South East Client AR

• Partnered with local business unit leadership to create the Bad Debt Task force—a yearly, collaborative event that promotes shared responsibility for bad debt reduction. Since its inception, the BU has Realized over $7MM in savings • Improved productivity by implementing database solutions throughout the billing process• Designed the Sales Triage team to create transparency between Sales and billing, fostering better communication between the two groups• Improved Client collections from 22.2% AR greater than 90 days in 2007 to 8.2% in 2012--a 63% reduction overall• Refocused the role of the BSR to include more billing functions, improving relationships between the PSC’s, Sales, and the business unit team

• Direct and partner with a large, technically diverse staff of Project Managers and programmers• Ensure Business Partners and Third Party Operations groups are effectively and efficiently engaged. Develop staffing, service delivery metrics, competitiveness, and cost effectiveness • Manage department budgets for personnel, capital, and operating expenses. Monitor spends against budget, analyze variations and develop action plans to reduce spending levels • Research business / user needs and vendor offerings to identify opportunities that enhance current service deliverables and/or reduce operation costs • Partner with Business operations and Six Sigma black belts to develop IT solutions for business operations

• Directed entirely contained division of billing operation for multiple external laboratory operations located throughout the United States• Responsible for developing budget in excess of $5MM and ensuring annual profitability of this division• Supervised over 60 employees including managers, analysts, and supervisors• Ensured excellent customer service expectations and delivering financial performance that exceeds the levels identified in the negotiated billing service level agreements • Established departmental goals and key performance targets that exceeded our customers' requirements; placed measures to achieve success • Ensured adequate staffing and training to provide a level of service exceeding customers' expectations, making external billing a competitive advantage • Attended and delivered presentations to Joint Venture board member meetings to present key accomplishments, solicit feedback on customer service improvements, and receive input on future customer requirements

• Managed all business aspects of department consisting of six Third Party Collection Analysts• Responsible for departmental budget, project management, reimbursement analysis, accounts receivables analysis, Audit support and ad hoc reporting• Department's primary functions were interpreting Insurance carrier's electronic response code and maintain response files• Completed carrier audits and monthly analysis on Carrier reimbursement and account receivables• Reviewed internal processes to identify opportunity for process improvement and implementation

• Managed Client receivables for the Boston Lab• Significant reduction in DOS and > 90 Metrics• Implement process improvements to AR reconciliation and automation of Navy billing• Collaborated with Navy contract office and Department of Defense spending teams to improve relations on key accounts

• Managed a varied product line portfolio of 94 million dollars • Managed the daily operations of the Collection Department• Contacted Members as necessary to collect on past due accounts. Negotiated or restructured the payment of outstanding debt to prevent financial loss to the Credit Union. Outsourced accounts with agencies or law firms for collection, repossession, and/or foreclosure• Represented the Credit Union in Bankruptcy proceeding• Implemented procedures to minimize exposure to fraud and bad debt and adequate financial reserve of loan portfolio