John Bisaha Email and Phone Number

As an expert in physician group management and revenue cycle management, my expertise was utilized in operations, business development, finance, and human resources. • Took a large physician group loosing approximately $100,000 per month to a break even 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 California• Assisted 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• Developed key benchmarks and metrics to facilitate meeting financial and regulatory guidelines• Established a cardiology program capitated initiative• Implemented a comprehensive hospitalists and pulmonary program for Doctors Hospital of Modesto.• Initiated an Post Discharge Clinical Structure and Palliative program• Consulted in numerous areas of finance and regulatory issues.• Directly involved with management of a 10 person cardiology practice and a 30 person hospitalist group increasing revenues by over 20% in one year.

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 the regulatory environment, CAHPS surveys, and Medicare reimbursement, I have presented nationwide workshops in meeting CMS guidelines 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 interfacing revenue cycle management with quality.• Consulting expertise in RAC, ICD10 implementation, and CGCAPS.

A 78 member multi-specialty group practice consisting of six locations in the Hartford, Connecticut area with an operating budget of over $80 million dollars, owned and operated by Kaiser Permanente Medical Group Northeast. (I was hired to facilitate the independent development of the group when Kaiser Permanente left the Northeast). I directly supervised the organization’s financial affairs, including financial and capital planning, financial statements, accounting functions, budgeting, and financial reviews. Also, I was in charge of managed care contracting, patient billing and collections, material management, and information technology.  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 million dollars 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 becoming over 300 physicians within 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 older clinics. Revitalized billing systems (IDX and MEDIC) to send bills on line within 48 hours, replacing the previous two week batch processing systems. Developed a physician compensation package for providers, which included bench marking for productivity utilizing a comprehensive CQI program with HEDIS data to meet NCQA standards. Established an independent capitated alcohol drug and treatment program sold to various managed care companies which brought in over $200,000 surplus per year. Bid and acquired the prison medicine contract for the City of Madison with profits exceeding $100,000

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 long term care, 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. Prepared financial reports and secured capital financing

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 combined employees 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 psychiatric facility, $7 million dollar diagnostic and oncology center, and a $6 million dollar rehabilitation facility, $3 million dollar long term care facility, building the first phase of development of a medical park adjacent to the rural hospital