Directing multiple revenue cycle teams, leveraging both onshore and offshore resources, while implementing AI-driven machine learning and automation solutions to optimize workflows. This resulted in improved operational efficiency, a 25% increase in average daily revenue, and enhanced overall margins and liquidity.• Developed and integrated AI-driven machine learning and automation solutions, optimizing revenue cycle workflows and driving the creation of new revenue streams and product offerings.• Direct oversight of revenue cycle management exceeding $1 billion, focused on optimizing cash collections and implementing strategies to reduce aging accounts, driving overall financial performance.• Designed and implemented strategic offshore vendor program streamlining the integration of offshore teams, accelerating ramp-up time and reducing overhead costs by 37%.• Directed the development of advanced analytics programs to track and analyze revenue cycle performance, with a key focus on understanding payor behavior, preventing denials, and optimizing team productivity to drive operational efficiency.

Directed project plans aimed at designing, developing, and implementing strategic business development initiatives to drive long-term growth. Conduct thorough assessments of organizational performance, establish attainable goals, and implement process improvements to enhance operational efficiency, fostering a sustainable competitive advantage.• Directed client engagements, successfully coordinating client deliverables, optimizing processes, streamlining invoicing, and managing both onshore and offshore staffing operations.• Spearheaded automation initiatives, leveraging systems and vendor partnerships to create efficient workflows, driving increased productivity and revenue across multiple engagements.• Developed and implemented a client scorecard to track and analyze engagement performance metrics.• Established KPIs and SLAs aligned with coding and self-pay collections, supporting growth strategies for managed services.

Manage fifteen employees focusing on self-pay collections for Fresenius physician and dialysis patients along with third party collections for outside vendors. Developed SLA’s, KPI’s and OKR’s to measure performance and create strategic initiatives for business development.• Managed and implemented new process improvements and collection campaigns leading to a 65% increase in revenue.• Developed and Implemented advanced employee bonus program. • Managed project to integrate and onboard 13 new physician practices.• Managed system integrations project to assimilate 37 physician practices into one payment portal.• Managed and Implemented new Balto quality program focused on improved customer service and quality.

Manage fifty six employees focusing on Call Center Operations for Customer Service, Technical Support, Retention, and Quality Assurance within the Payment Processing Industry. Developed SLA’s, KPI’s and OKR’s to measure performance and create strategic initiatives for business development.• Developed Value Add Program increasing sales by 23%• Managed System Integrations project to integrate 57 systems into one centralized business portal.• Developed Quality Management System• Developed and implemented project plans to integrate seven departments in accordance to COPC standards.• Managed Net Promoter Surveys• Created evaluation scorecards for Customer Service and Technical Support Quality Program.• Created operational and financial analytics program used to identify, track, and trend process deficiencies• Created new hire and continuous improvement Training program

Manage thirty-five employees focusing on collections, revenue cycle, client relations, lockbox and inventory management. Initiated departmental process improvements and leading to a sixty one percent increase in revenue. Modernized collections department through analytics, automation and process improvements.• Developed new processes to track and trend employee performance to include call recordings, calls per hour, talk time, and new quality assurance program. • Developed and managed project plans to create analytical metrics to track and trend conversion rates, provider recovery performance, and employee daily and monthly collections.• Automated letter generation process to include developing address verification program and new mail center resulting in the elimination of a seven hundred letter backlog.• Managed and distributed $190M in Kaiser inventory across 52,000 providers. Managed $34M in client owned Kaiser inventory. • Increased dollars called from $17M to $52.8M per week. Increased manual collections from $3.2M to $8.1M per month. Influenced client behavior leading to a 43% increase in offset and manual collection recoveries.

Managed fourteen employees focusing on hospital revenue cycle for commercial and government lines of business. Assist leadership by reducing aging and increasing cash collections, identifying process improvements, training gaps, and payor behaviors.• Established AR Quality Assurance department. Developed and implemented project plans to integrate three departments, thirteen lines of business, across five locations. • Created operational and financial analytics program used to identify, track, and trend process deficiencies and payer behaviors.• Created evaluation scorecards for billing, follow up, denials, support, and self-pay functions for commercial and government lines of business.• Increased cash collections accumulating $1.8 million by creating an analytical research program to identify, track, and trend operational deficiencies, payor behaviors, and training gaps. • Increased regulatory compliance by 17% by launching SharePoint site to track and trend regulatory defect for self-pay collections.

Managed Tenet facilities focusing on operational process improvements and regulatory compliance for patient access including scheduling, pre-registration, registration, and eligibility and enrollment services.• Increased cash collections and reduced regulatory defects during registration by creating and managing project plan to install electronic kiosks into Tenet facilities. • Reduced regulatory compliance defects by 22% for all Tenet facilities by creating regulatory compliance action plans, training material, and online.• Reduced regulatory compliance defects by 43% within three months by identifying operational process improvements and implementing action plans for St. Louis University hospital.

Managed seven employees focusing on AR quality assurance. Established and implemented policies, procedures, and processes for the quality assurance department. Managed quality and compliance functions to ensure programs and services were implemented to meet or exceed service level agreements and enhance returns on investment.• Designed Quality Assurance department. Developed policies and procedures measuring employee work effort for pre-registration and commercial follow up departments.• Managed regression analysis projects for client facilities. Created action plans to reduce aging and increase revenue.• Conducted internal process analysis and work flows leading to an increase in cash collection of $1.2 million within three months.