Executive leadership for enterprise end-to-end partnerships. Responsibility includes developing and maintaining executive customer relationships, achieving customer objectives, and maintaining and expanding solution offerings. Operational scope includes the oversight of $2.2 B customer net revenue including front, middle, and back-end revenue cycle functions along with modular suites.

Developed clinically based service and technology verticals from concept to operation, including physician advisory (level of care, peer to peer, clinical appeals, utilization review), clinical documentation integrity, modular coding and value-based solutions. • Leadership growth drove a 47% CAGR • Improved aggregated margin by over 110% • Diversified customer base through strategic growth cycles and marketing partnerships • Developed strategic technology partnerships to expand capabilities and revenue sources

Accountable for delivering value by way of revenue cycle operations management and projects focused on improving financial performance. Responsibility includes managing R1 enterprise end-to-end operations for multi-billion-dollar national integrated healthcare providers. Operational scope includes management of over $6B in net patient services revenue. P&L accountability to include the management and achievement of budgeted cost take-out, prescribed gain-share KPI’s and contractual service levels. Direct organizational accountability for over 1,100 associates within client group, and accountability for results.

Accountable to the Senior Vice President/Chief Financial Officer and the Senior Vice President/Chief Medical Officer. Operational responsibility for clinical documentation improvement, denial management, managed care contract modeling-expected reimbursement, CDM/pricing strategy, revenue integrity, case management, utilization review, medical management, and ambulatory care management.1,700 FTE's; 14 direct reports. Responsible for delivering value by way of revenue and clinical operations management and projects focused on improving performance through organizational analysis, operational decomposition and financial assessment. Representative projects include: comprehensive revenue cycle redesign; implementation of the clinical revenue integrity initiative; concurrent review redesign; development of the case management council; designed post-acute alignment initiative to reduce referral leakage; Results to date include: increase net revenue by over $107M annually; improved patient status assignment to 96% accuracy, reduced observation ALOS by 35%, reduced M1's by 83%, improved appeal win rates to 91%, and reduced final denial adjustments by 22%. Additional accomplishments include: • Designed and implemented Clinical Revenue Integrity Initiative: Assembled and managed a multidisciplinary team responsible for patient status prior to bed assignment for all service lines. Net Result: collected $22.4M incremental net revenue.• Redesigned Clinical Documentation Improvement program: Addressed competency, steering committee structure, work queues, physician advisors, education/training, and staffing. Net Result: collected $17M incremental net revenue for acute care facilities.• Revenue Integrity Vision Redesign: Repurposed 21 FTE’s to focus on net revenue exposure/risk areas including charge capture, audit/compliance, performance improvement/analytics, and denial avoidance. Net Result: collected $19M incremental net revenue.

Accountable to the Chief Financial Officer. Operational responsibility for patient access, centralized scheduling, medical records, clinical documentation improvement, coding, patient financial services, physician billing central business office, managed care contracting, and revenue integrity departments. 848 FTE’s; 16 direct reports. Responsible for delivering value by way of revenue operations management and projects focused on improving financial performance. Projects include: establishing pre-service collections during scheduling event, automation of demographics, payer eligibility, charge capture and reconciliation, reducing late charges, ABN's, observation status review, cost report optimization, strategic pricing, physician practice and coding review, managed care contracting, denial management, appeal tracking, collections management. Results include: improved registration accuracy from 86% to 99.1%, improved days cash on hand by 33%, lowered gross total days in A/R by 19%, lowered DNFB by 46%. Additional accomplishments include:• Implemented Patient Admission Command Center: Created a utilization review center responsible for patient status reviews prior to bed assignment. Net Result: Reduced medical necessity denials by 63%.• Comprehensive Epic system conversion: Successfully led the training, design, build, validation, testing, and end user acceptance of 8 Epic applications across 12 departments. Net Result: Achieved stabilization of revenue metrics, successfully reduced legacy A/R and created an optimization strategy to further improve performance.• HFMA MAP Award 2012 Facility & 2014 System. Net Result: Recognized for revenue cycle excellence among peers. The MAP award is the gold standard for distinction and recognizes organizations that demonstrate excellence across all KPI's of revenue cycle performance. • Strategic cost reductions. Net Result: Reduced operating expenses and implemented efficiencies that saved $6.2M over 3 years.

Responsible for delivering value to Member Organizations through revenue cycle engagements focused on improving financial performance through organizational analysis, operational decomposition and financial assessment. • Conducted a review of hospital employed physician service lines and executed a comprehensive operational and financial improvement plan to reduce expenses and enhance productivity and revenue. Net Result: Improved the financial position of the collective service lines by 48% and increased productivity by 27%.• Initiated process improvement for observation status patients presenting through the emergency department. Net Result: Reduced the number of observation status patients by 72% leading to net reimbursement of $1.7 M/year.• Was appointed as interim director of physician billing for a 90-member physician group owned and operated by Trinity Health. Net Result: Reduced net days in A/R by 11%, improved the charge capture and coding process, realigned the patient financial services staffing model reducing total FTEs by 10%, and implemented reimbursement models to ensure appropriate payments.• Established system-wide clinical guidelines for the assignment of clinic and emergency department evaluation and management coding. Net Result: The standardization allowed under reporting member organizations to achieve a desired distribution of levels resulting in average net revenue of over $1.5 Million per acute care site.• Developed an organization-wide APC Validation screening tool to highlight charge capture deficiencies. Net Result: Re-submitted claims to capture an additional $6.3 Million of net revenue.• Redesigned clinical documentation process for interventional radiology and cardiac catheterizations to meet multiple payer requirements. Net Result: Re-submitted claims to recapture $380,000 in net revenue and assured future revenue streams of over $900,000 for a one-year period.

Responsible to the Partner’s of the Healthcare Finance and Regulatory Operations Consulting Group. Managed various engagements focused on revenue cycle, reimbursement, strategic repositioning, and merger and acquisition activities.• Planned and merged cardiac services from two hospitals into a common Heart Center. Program grew to over 500 surgeries, more than 1,600 PTCA’s/stents and 300 EP procedures. Received HCIA Top 100 Cardiovascular Hospital award. • Developed five-year business plan for managed care delivery systems arm of major health insurance company. Developed market assessment and created financial forecasts for the to-be-created delivery system of primary care physicians and health center facilities.• Implemented shared services agreement for provision of radiation therapy. Negotiated purchase of two linear accelerators, simulator, information system, and treatment planning system, in excess of $4,000,000. Net Result: Improved program from a $5,000 financial loss to a $1,000,000 gain. • Conducted revenue cycle review assessments at several institutions and developed recommendations for revenue enhancement. Net Result: Reduced days in A/R, enhanced cash flow, and efficient revenue related processes.• Analyzed the performance of a seventy-physician multispecialty practice and 30 primary care practices owned by a Midwestern hospital system. Benchmarked charges, collections, multiple overhead categories, physician compensation and benefits, visit and procedure volumes, and A/R days. Analyzed coding efficiency, payer mix, service mix, compensation methodologies, and office operations. Net Result: Made recommendations to improve profitability on the order of $11 million per year.

Responsible to the Partner’s of the Healthcare Consulting Group. Managed daily engagements focused on performance improvement and strategic repositioning. • Directed an assessment and developed an implementation plan for a large academic medical center. Net Result: Reduced operating costs by $ 7 Million. • Analyzed and redesigned processes in key patient care and ancillary departments for a large suburban hospital. Net Result: Improvements of $ 18 Million in operating costs.Completed strategic repositioning to address organizational, staffing and essential future planning opportunities for cost reduction and revenue enhancement at a major metropolitan health care facility.