Managed a team of practice management and EHR system analysts, 1 applications manager, and 1 laboratory and pathology manager. Served as the lead point of contact and project manager for practices and ASCs. Reviewed legacy applications/systems followed by planning data migrations of legacy systems to newer centralized solutions. Coordinated networking and hardware support for transition to new applications/systems. Designed clinical workflows, and training for clinical applications/systems. Performed onsite go-live support in practices and ASC as first line support to clinical staff. Performed comparative analysis for all clinical and revenue cycle applications and systems to ensure products meet the functional requirements necessary to promote our business processes, a comparative analysis between products security, ROI, end user usability, compliance standards, and interoperability. Handled contact negotiation and pricing for new solutions, and financial management of invoicing and contract renewals. Worked closely with the Chief Medical Officer and as co-chairman of the Gastroenterology and Ophthalmology Medical Advisory Boards. Coordinated cross-functional projects and initiatives with Revenue, Operations, and Clinical team members. Researched new technologies for adoption. Performed functions of InfoSec related to applications/systems. Created corporate road maps and strategies. Lead weekly vendor meetings and bi-annual vendor conferences.Managed our clinical support center (CSC). • Using the ServiceNow ITSM system to deliver clinical applications support to 83 medical offices, across (5) time zones.• Developed a three-tier technical support team and 10+ assignee groups across internal business operations. • Lead a year-long optimization initiative to apply the ITIL service management model to our organization.• Chairman of the service management committee, change advisory board, and implementations committee.

Billing Support and Medical Coder Support service desk: Using the ServiceNow ITSM system. Managing a team of 73 medical billing agents and medical code claims analysts who support patient billing-related requests, and medical coding education questions.Revenue Cycle: managed a team of ~300 employees, patient registration, eligibility and benefits, patient demographics capture, referral and authorization, cash collections, coding, charge posting, claim submission, denials management, payment posting, accounts receivable, appeals, patient billing, and collections. Responsible for a $1.2 billion revenue cycle enterprise.Key Performance Indicators (KPI):• financials (i.e.: charges, payments, adjustments, collection ratio, bad debt)• production (i.e.: volume of claims coded, charges posted, payments posted)• quality (i.e.: coding audit results, first-pass/subsequent denial trends, corrected claims)• service levels (i.e.: Pre-AR days, AR days, edit rate, denial rate, passthrough, charge lag)Health Information Management: chart completion, deficiency and delinquency tracking (1,300 providers), EpicCare Link and MyChart administration, release of information (patient, insurance, legal), record disclosure, PHI risk management, and HIPAA incident reporting.• Coding, coding education, and AAPC certification: manage 90+ medical coders, responsible for document abstraction, assigning appropriate codes, generating claims, coding education (anatomy, medical terminology, CPT, HCPCS, ICD-10), in-house AACP certification program, coding guidelines, regulations, and compliance for payers, state, and federal.Value-based Incentive Programs: Was the program coordinator for the Quality Payment Program (QPP) and Bridges to Excellence (BTE) part of the MACRA (Medicare Access and CHIP Reauthorization Act) for 1,300 providers; generating $2MM and $1.5MM in annual Medicare Part B incentive payments.

Managed our private practice support service line (PPS): Using the ServiceNow ITSM system to deliver clinical applications support to 36 medical practices, across (4) time zones. Developed a technical support and revenue cycle workflow team that assisted medical practices with technical issues and practice management front-office and billing-related workflow questions. This included leading routine service management and change advisory board meetings to maintain SLAs. Routine training and education meetings to maintain our cyclical improvement process.Lead medical operations for outpatient and ambulatory surgical centers: manage deployment and operations of revenue cycle service lines for private practice and medical groups customers. Serve as the primary United Healthcare point of contact to our customers C-level stakeholders and physician leaders; reporting critical issues, and advocating best practices to help optimize operational and financial performance (monitoring profit and loss (P&L), setting and achieving key performance indicators, maximizing patient volume and territory growth, review of operational strategy, and responsible utilization of resources). Responsible for $34 million in annual revenue.

Managed multiple technical service desks for hospital systems: Using the BMC Remedy and ServiceNow ITSM systems to deliver technical support to multiple hospital systems, including Lucile Packard Children’s Hospital, Stanford University Hospital, Northern Arizona Healthcare and Centegra Health Systems. This included leading routine service management and change advisory board meetings to maintain SLAs.Performed electronic health record (EHR) systems implementation for outpatient medical groups: Allscripts, Epic, and NextGen EHR implementations for multiple specialties (bariatrics, cardiology, gastroenterology, internal medicine, neurology, oncology, ophthalmology, orthopedics, pediatrics, pulmonary, thoracic and vascular), managed IT service desk operations for multiple healthcare systems including Lucile Packard Children’s Hospital, Stanford University Hospital, Northern Arizona Healthcare and Centegra Health Systems.