Directs team of 19 Intake Department members, servicing 108 skilled nursing locations and managing a monthly flow of 8K+ patient referrals. Cultivates an efficient workforce by recruiting, coaching and supervising staff to uphold responsibilities of referral to admit conversion, benefit verification and prior authorization duties. - Restructured department to expand team capacity, extend services to 24/7 support and establish new training practices, leading to improvement in all 8 key performance indicators (KPI) within first month launch; improved targeted performance indicators for 9 consecutive months, impacting response times, processing times, admissions, and conversion ratios. - Reduced Divisional referral response time averages by over 10+ hours, increased accepted lead opportunities by 17% and YoY admissions by 11% as a result of spearheading initiative to train and develop employees to assume in-market account manager tasks. - Decreased annual bad debt by $400k+ by assuming utilization management duties from all centers; Our efforts focused on enriching training and development programs, enabling staff to competently manage additional responsibilities. - Assumed full referral management and business conversion duties for the top 20 divisional focus centers; Improving total census, skilled mixed and total admission metrics in 18 of the 20 centers - Led strategic planning and business development efforts with University of New Mexico, Presbyterian Health Sytstem and Lovelace Health Sytem to establish an shared risk reimbursement model for their unfunded patient population and patients clinically stable for SNF transition but held due to insurance plan processing delays; Developed and published a collaborative referral management tool to enhance utilization and management of collaborative hospital agreement which lead to an average monthly length of stay reduction of 59 days for acute providers and Genesis increased YoY admission totals by 34%

Directed the company initiative to develop, standardize and scale a Centralized Admissions department supporting 32 skilled Nursing Centers. Responsible for managing the monthly flow of 3k+ patient referrals. Cultivating an efficient workforce by recruiting, coaching and supervising staff to uphold responsibilities of referral to admit conversion, benefit verification and prior authorization duties. Implemented enhanced services and processes to enhance performance, partnerships and patient satisfaction. - Safeguarded risk of losing $35M annual partnership with Kaiser Permanente by developing streamlined referral management hub and escalated referral and reimbursement model to increased skilled census; grew Kaiser business by $6M+ annually and Windsor’s Healthcare average daily census by 18% and annual revenue by 20%.- Led strategic planning and business development efforts with John Muir Medical Group and John Muir Hospitalists to position market facilities as preferred providers, growing annual revenue by $1.5M.- Executed centralized admissions initiative to create a centralized hub, enabling key account customers to send referrals for member’s skilled nursing placement; resulted in reducing response time averages by 7+ hours, increasing accepted lead opportunities by 28%, improving conversion ratio by 10% and YoY admissions by 44%. - Developed an enterprise-wide partnership with Carlton Senor Living to establish direct admit workflows to ensure their population received appropriate level of care while avoiding unnecessary hospitalizations- Leveraged Sharepoint referral management data to operationalize labor, budget an clinical service offerings specific to market needs.- Created and implemented, automated, real-time referral capturing systems to data-share referral based opportunities between internal and external sales departments.

Directed the Divisional initiative to standardize and scale a Centralized Admission Department responsible for managing the referral conversion strategies across all skilled nursing locations. Managed the day-to-day operations for a Centralized Admission Department that supported 99 skilled nursing centers, 5 subacute facilities and 2 long term acute care hospitals. - Advanced initiative to standardize and scale department and business processes by training staff to assume refer-to-admit tasks, resulting in reduced response times by 14 hours; increased accepted lead opportunities by 19% and YoY admissions by 28%.- Directed development of SharePoint CRM based referral management portal, capturing key metric data for operational application; enabled identification of market trends and improved market share and overall revenue.- Increased long term acute care (LTAC) admissions by 9% in strategic markets integrating multi-service line offerings in strategic markets to improve referral-based conversion opportunities for home health and LTAC hospital divisions.- Drove increase on weekend admission by over 60% as a result of establishing 24-hour coverage services and after-hour program; led to formal after-hour refer to admit initiatives with Kaiser Permanente (CA), Health Care Partners (CA, NV) and Tufts (MA).- Integrated multi-service line offerings in strategic markets to improve referral-based conversion opportunities for our Home Health and Long term Acute Care Hospitals divisions (San Francisco, CA / Las Vegas, NV / Seattle, WA / Indianapolis, IN / Cleveland, OH / Dallas, TX / Boston, MA)

Managed inside sales departments and personnel for 17 skilled nursing centers and Centralized Admission Department, supporting 12 skilled nursing centers. Implemented 90-day marketing and strategic action plans to enhance gains or shortfalls. Recruited, trained and developed inside and outside sales personnel. - Launched centralized admissions pilot in San Francisco market to improve referral-based conversion opportunities, influencing future expansion to additional strategic markets in San Francisco Bay area; evolved into divisional initiative, impacting 5 skilled nursing centers in San Francisco and 104 skilled nursing centers in 24 states. - Established SNF Collaborative relationships with University of San Francisco which incorporated a shared-risk reimbursement contract model for their unfunded patient population; Kindred led new hire orientation for their case management, social services and ER department staff; physician panel collaboration focused on improving clinical and operational outcomes for both Kindred and University of California San Francisco (UCSF)- Fostered improved partnership with Dignity Health System and Bay Area Hospitalist Association (BAHA) by leading efforts to enhance and modify clinical programs and services; partnership advanced to tier 1 provider status with Dignity health system. - Developed and launched a SMART business development and strategy databank for 17 skilled nursing centers to house the monthly action plans to address and enhance gains or shortfalls

Executed leadership role to manage inside sales and outside sales team to ensure optimum performance in maintaining account relationships with referrals, and managing care partners, physicians and physician groups for 3 skilled nursing centers. - Secured 20 bed-lease agreement by leading strategic planning and development efforts with Sutter Hospital system, top tier referring hospital system in market; generated increased revenue for nursing centers. - Increased YoY Average Daily Census by 23% in center with no Medicaid certification and boosted quality payer YoY Average Daily Census by 41% through developing relationship and partnership with local PACE Program, to rebrand 3 centers after recent acquisition and new ownership.- Managed post-acquisition rebranding initiative for Alameda and Contra Costa county markets; recruited Medical Director, managed care partnership development, specialty program strategic planning, execution and customer education and marketing, development of collateral, signage and open house.

Responsible for the full-cycle refer to admit conversion responsibilities or a 124 bed skilled nursing center with a 58 bed Neurobehavioral Unit and a 170 bed skilled nursing center focused on providing short stay therapy and high acuity nursing services. Additionally, acted as resource and lead for the Admission Directors for 12 skilled nursing centers located throughout the Northern California Division. - Improved referral response times by 7+ hours, increased accepted lead opportunities by 44% and YoY admissions by 24% as a result of organizing and streamlining refer to admit process- Developed interdisciplinary assessment tool to streamline and improve the admissions process for our 58-bed Neurobehavioral Unit- Developed enhanced referral database to capture complete market need data. Quantitative data use was implemented to develop therapy and nursing programs catered specifically for patient and health care provider need- Led and developed regional training efforts for 12 skilled nursing centers within the Northern California market. Focused on standardizing, stream-lining and modernizing the census development and refer to admit practices for the Northern California Division- Responsible for new employee orientation, onboarding and assessing job performance shortfalls and providing feedback and coaching