Bryan Gery Email & Phone Number

Goldsboro, Nc, Us

Denver, Colorado, Us

Denver, Colorado, Us

London, United Kingdom, Gb

New York, Ny, Us

Atlanta, Ga, Us

Operations Management: - Oversaw a team of 80 within an operational processing center located in Arizona. - Handled multiple business lines including: Release of medical information, document routing, record retrieval, revenue cycle, and customer service. Team serviced over 100 health systems and 500 providers - Achieved annual results of: $8.0M+ revenue, 500K records processed, quality rating of 99.25%. - Productivity rose 59% year over year.Program Management: - Oversaw a team of 4 specialized Managers. - Audit Program: Held key relationships with National Health Plans and Payers in order to provide them with medical records for HEDIS, Risk Adjustment, and other Quality measured projects. In 2018, attributed for over $12.0M in revenue. - Data Extraction & Chart Retrieval Programs: Engaged with domestic and global strategic partners in an effort to create new product offerings that complimented core business objectives. Drove 30% lower costs and 190% efficiency improvement. Strove for $500K in associated new company revenue. - Revenue Cycle: Processed 120K claims annually attributing to a lowering of client DSO by 1.5 days.Client Success : - Built a strong relationship serving as primary point of contact for largest healthcare system client within the organization totaling $4.1M in revenue. - Provided services to 4 Shared Service Centers and 50 Hospitals within their revenue cycle group. Honored an annual fulfillment of 120K claims, denials, and appeals. Footprint expanded over 200+% year over year.Strategic Planning : - Interacted with C-Suite Executives for financial modeling and consulting advisement within the Health Information Management and Finance sectors. Drove EBITDA and reduced costs.

Alpharetta, Ga, Us

HealthPort became CIOX Health.Organizational Development & Leadership:- Led financial analysis and planning efforts for a $320M+ in annual revenue company. Created monthly financial performance reports and briefed Chief Executives, Financial Officers, and Regional Operators on company financial performance and trends.- Led multiple Gross Margin Improvement projects that increased revenue by $3.7M above run rate.- Developed and implemented corrective action plans for dozens of low-profit customers, generating an additional $5.5M in revenue and $2.8M in gross profit.- Created retention program that created visibility to at-risk clients that preserved $3M in annual revenue.- Managed the team directly responsible for integration of seven acquired competitors. Completedthese projects, which represented $45M in annual revenue, an average of two months ahead of schedule and maintained a 99% client retention rate.Strategic Planning:- Provided strong leadership and strategic direction regarding the development of practical tools and informative management reports.- Facilitated the use of fact-based information for improving business decisions and results. Collaborated with consultants to review key industry initiatives such as cost studies and optimizing company performance.Training & Development:- Spearheaded the development of the quarterly OMT week long training seminar where managers came to gain further knowledge, meet key departments, and learn new systems.- Coached and trained managers on key financial analysis trends and reporting to promote accurate and appropriate use of financial data.KPI Dashboards & Metric Scorecards :- Created and defined performance metrics and implemented several programs across the organization.- Championed and assisted in leading the continuous development of budgeting, forecasting, businessplanning and financial analysis processes and tools.- Determined baselines and developed performance tracking mechanisms.

Alpharetta, Ga, Us

Account Management/Client Success :- Oversaw the largest Hospital Network Account within the organization (167 hospitals & $20M+ in annual revenue). The system spanned all 7 HealthPort Regions, covered 20 states, and involved working with 40 District Managers.- Operationally stood up and implemented 8 Shared Service CentersCustomer Relations & Retention :- Developed essential relationships with C-Suite executives to ensure that service operated efficientlyand communication process was smooth.- Ensured reports were accurate and submitted on time including: statistics, dashboards and action plans.

Alpharetta, Ga, Us

Mergers & Acquisitions/Project Management : Successfully oversaw a team of 22 managers in the purchase of HealthPort’s largest competitor at the time in 2008/2009. Accurately forecasted the revenue and the synergies needed for this acquisition via extensive data analysis. Drove 20% revenue increase and a 98% customer retention rating, all while completing the integration in six months versus the eighteen-month projection.Organizational Development : Coached 3 Regional VPs and 35 District Managers on their P&L (Revenue $263M), whereby all regions exceeded their 2009 revenue (+$23M) and EBITDA (+$9.3M) goals.Performance Improvement: Designed and implemented a national rating system to measure individual,regional, divisional, and corporate performance.Customer Relations & Retention : Established TQM program, yielded 3.5% increase in companyretention.Expense Reduction : Developed KPI/metric scorecards that created corporate awareness and led to a 3.09% reduction in labor expense in 2009 and an increased profitability margin.Leadership : Mentored and trained 2 Regional Strategic Directors and a Field Coordinator.Best Practices : Spearheaded formal quarterly operational training programs for Regional Vice Presidents, Regional Directors, and District Managers.

Us

Smart Document Solutions became HealthPort in 2008.Presided over 186 hospital and clinic accounts totaling $2.84 MM in annual revenue. Provided unsurpassed customer service and strengthened client relationships. Exceeded a 65% profit margin accompanied by a 99.07% retention rate. Concentrations: contract negotiation, marketing new products and services, and improvement in overall productivity.- Top line revenue averaged 20.07% annual growth with bottom line improvements every year- Managed 35 commission based pay employees and 2 Area Managers, conducted recruitment, hiring, training, and mentoring of employees

Gallatin, Tn, Us

Project Management: Directed the scheduling and coordination of 3 crews and multiple subcontractors on water and fire damage insurance claims.- Grew annual sales 100% through marketing and collaboration with insurance adjusters- Successfully developed profitability analysis resulting in at least a 30% profit margin on every job