John Bisaha Email and Phone Number

Designed client solutions for support by Conifer Health’s comprehensive revenue cycle management and operations businesses. Coordinated sales, operations, finance, legal, and technology to process comprehensive revenue cycle arrangements for hospitals and large physician groups. Served as workshop/educational coordinator for sales teams Consultant for managed service organizations(MSO) Assisted development of value based care initiatives. Acquired large 20 Million Dollar Client the first year of employment

Operations/ Development executive for Physician groups in the California region. Expert in Revenue Cycle Management, finance, and operation of large physician groups. Implemented a state wide Physician foundation. Current manager of a 30 member Hospitalists group and 10 member Cardiologist group.Took a large physician group of 100 members loosing approximately $100,000 per month to a revenue producing operation.Recruited and negotiated contracts with over 20 new physician providers in numerous primary and multi-specialty areas. Recruited, established, and trained a local management team for physician on boarding initiatives.Facilitated 99% of physician to utilize EHR and obtain meaningful use.Worked with hospital CEO’s in developing individual recruitment and marketing plans throughout CaliforniaAssisted in establishing a Physician Foundation in the State of California(First Choice Physician Partners)Worked with physician leaders at Creighton Medical School to develop a comprehensive plan to increase referrals to their ambulatory division.Interfaced policies and procedures for Revenue Cycle Management increasing revenues by 10%

As a healthcare consultant at one of the top ten consulting firms in the world, I have been acting as a trusted advisor to hospital systems, hospitals, physician practice groups, and other healthcare related businesses in both the for-profit and not-profit sectors. A specialist in Human Sigma, Behavioral Economics, Patient Centered Care, as well as, areas of operations, human resources, risk management, quality assurance, and finance, I have assisted numerous healthcare executives enhance profit margins,and meet their institutional goals and objectives. A noted expert in HCAHPS and Medicare reimbursement, I have presented nationwide workshops in meeting CMS guidelines,enhance reimbursement, and maximizing quality scores. Increased hospital margins by 5 % through increasing employee engagement and proper billing techniques Decreased malpractice costs by enhancing quality and reducing morbidity and mortality statistics for a hospital system Reduced employee turnover by over 20% while increasing retention and hiring of new nurses Enhanced communications between physicians, administration, and nursing, preventing unionization of a hospital Enabled a large medical group to develop proper recruitment techniques to hire four new physicians in a year where previously they could hire none. Developed a branding strategy for hospitals which enabled them to increase their market share by 15% in one year. Increased HCAHPS scores 100% of the time the following quarter following consulting workshops Developed and implemented numerous workshops using Behavioral Economics for physicians and healthcare administrators.

The largest physician owned for profit multi-specialty group practice in Missouri consisting of a budget of over $55 million, 80 providers, Outpatient Surgery Center (OPS), pharmacy, optical shop, and multi-modality imaging center. An independent office buildingof 113,000 square feet was owned and operated by a separate corporation. (Bisaha acted as Administrator of all independent corporations reporting to various physician presidents of eachcorporation with responsibility of operations, physician recruitment, and managed care contracting while serving as corporate compliance and HIPAA privacy officer.) Increased Reimbursements on the average 20 % by aggressive managed care contracting Implemented a corporate compliance program and met all HIPAA statutes Decreased overhead to 5% below MGMA median standards while increasing collections by 20% by collecting cash and adhering to strict collection efforts Selected architects, acquired capital and managed building of a $4 million dollar 19,500 square foot addition to the office building Implemented group wide Electronic Medical Records (EMR) and initiated the process for accreditation. Increased ancillary revenues to the group by over $500,000 in one year by establishing and Independent Diagnostic and Treatment Facility (IDTF) with MRI Held increasing malpractice premiums stationary for the first time in over 10 years by establishing a risk management program, taking a deductible, and planning for a self-insurance Captive. Coordinated recruitment, physician contracting, credentialing, and physician services with an average of four new physicians joining the group annually

Part time consultant to the Testing andEvaluation, Joint Apprenticeship Committee of the Associated Steel Erectors of Chicago and International Association of Bridge, Structural and Ornamental Iron Worker's Unions.

A 78 member multi-specialty group practice consisting of six locations in the Hartford, Connecticut area with an operating budgetof over $80 million dollars, owned and operated by Kaiser Permanente Medical Group Northeast. (Hired to facilitatethe independent development of the group when Kaiser Permanente left the Northeast) Established all financial policies and services for the group supervising payroll, benefits administration, and incentive/risk compensation system for clinicians Negotiated 10 new managed care contracts as well as numerous vendor and purchasing contracts Established a billing service and in house accounting systems Settled Union Negotiations with Local 1099 Engineered sale of group to UCONN Health Systems, providing sign-on bonuses to physicians and three year guaranteed salaries.

An independent for profit physician practice Management Company that owned and operated a regional network of private medical practices capitalized by the University of Wisconsin Medical Center to enhance referrals. Funding was scheduled to be $150 milliondollars over five years (CEO responsible for providing the leadership necessary to coordinate the growth and overall performance of the physician network and its integration with managed care, while building an organizational infrastructure, which included marketing, physician recruitment/retention, credentialing, human resources and finance. This was a 100% new company start-up.) Organization was part of a matrix structure with the faculty foundation of over 300 physicians and numerous practice locations throughout Wisconsin. Developed and implemented a five-year strategic business plan which enabled the organization to grow from seven to seventy providers in eleven locations within three years increasing revenues from $4 million to $15 million dollars. Coordinated due diligence, valuation, and negotiation for acquisition of three multi-specialty group practices. Acquired property and coordinated building of three new clinic sites while supervising the remodeling of four

Part time Professor-- School of Public and Environmental Affairs(Healthcare division) (Classes taught in graduate program include Finance,Human Resources, Personnel Management, Marketing, Public Health Administration, and Managed Care)

Maxum Health Corporation, Corporate Office, Newport Beach, California (Midwest office based in Valparaiso, Indiana)-One of the largest high technology joint venture companies in the United States with assets over $500 Million. (“Rain maker” in charge of finding joint ventures with hospitals and physicians in a region encompassing all territory east of the Mississippi River., Negotiated, closed and implemented deals in numerous outpatient and inpatient areas including radiology, oncology, ambulatory surgery, rehabilitation medicine, psychiatric care, cardiology, long term care, and office buildings. I started as operations director for multi-modality imaging and oncology centers and I was promoted to directing the due diligence process for acquisitions, financing, and minority investments, coordinating deal closures with hospitals and physicians, as well as, I was responsible for start-ups and initial implementation of all projects.)  Established a six-hospital consortium for a high-tech multi-modality imaging center with physician investors in West Virginia Developed a cooperative venture with a Canadian company to build and manage brain mapping centers in the United States market adding a 20% return on investment to the bottom line Established five joint venture projects in one year with an average 30% return on investment Established the company record for the most successful projects developed within six months. Within my territory, in less than one year, seven of the eight diagnostic/treatment centers as well as the mobile MRI/Lithotripter business were profitable, generating a contribution of over $1 Million. Enabled a restructuring and increase of profits for oncology centers by 10% in one year. Restructured physician syndication of joint venture stock in three states, coordinating efforts to restructure partnerships to meet federal guidelines.

Full time professor of Psychology, later went part time but took administrative position as head of policy and planning. Later served in Week end college as instructor, Became director of the PSI Institute and directed research in Precognitive Remote Viewing

A 494 bed, Catholic, nonprofit, two hospital mini-system owned by Ancilla Health Systems. One hospital was a 244 bed urban inner city hospital, and the other hospital was a 250 bed rural hospital. (Hospitals were managed as one corporation with combinedemployees of 1245 FTEs.) Acquired a positive $4 million dollar bottom line through aggressive management techniques and strategic investments, and revenue cycle management Effected a management change from an autocratic to humanistic style through implementation of employee relations and management development programming. As a result of these programs, employee turnover reduced 15% and grievances dropped 22%. Created, in conjunction with four other Catholic systems, Healthplus HMO, which established itself in a fourteen hospital market with an enrollment of over 40,000 subscribers the first year. Acquired JCAHO certification which had not been granted for prior two years Instrumental in bringing closure to a concessionary union contract with hospital employees, with projected first year savings of approximately $1 million dollars. Engineered a joint venture for a $5 million dollar outpatient dialysis center, $4 million dollar adolescent psychiatric facility, $7 million dollar diagnostic and oncology center, and a $6 million dollar rehabilitation facility, building the first phase of development of a medical park adjacent to the rural hospital.

The Children’s Memorial Hospital, Chicago, Illinois-The children’s hospital of the Chicago, Illinois region, affiliated with The McGaw Medical School of Northwestern University (Administrative Division Head for 42 specialty clinics with over 252,000 annual visits, a primary care group practice, an inner city pediatric clinic, and trauma center, as well as reception, registration and charge capture.). Developed one of the first ambulatory quality assurance programs recognized by JCAHO Supervised the construction program for the new emergency room and trauma facilities. Implemented a new management information system, establishing a one-class registration system with financial charge capture, which not only decreased personnel costs but also provided pre registration for over 80% of the outpatient visits