Brian D. Smit Email & Phone Number

Phoenix, AZ, US

Phoenix, Arizona, United States

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.

Phoenix, Arizona, United States

• 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.
• 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

Phoenix, Arizona, United States

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.

• 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.
• 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.
• 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 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.

• Accountable to the Chief Financial Officer. Operational responsibility for patient access, centralized scheduling, medical records, clinical documentation improvement, coding, patient financial services, physician.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.

• 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.
• 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.
• 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.
• 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.
• 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.

Michigan, United States

• 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.

Healthcare Conflict Resolution And Negotiation

Mha, Finance

Healthcare Consulting

Mba, Finance

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