Short term consulting services specializing in assisting clients with business optimization, performance improvement, strategic planning development, leadership development, and interim senior leadership. Most contracts have centered around overcoming backlogs in denial management, contracting, and credentialing and creating improvements and writing SOPs to avoid recreating backlog and revenue loss in the future. Longer term contracts listed individually below.Recent clients include (see below for more indepth information):Planned Parenthood MN ND SD - Credentialing Consultant St. Paul, MN - Sep 2024 to Dec 2024Ellie Mental Health - Interim Director of Revenue Cycle - Mendota Heights, MN - May 2023 to June 2024The Remedy - Interim COO - Vadnais Heights, MN - Jan 2023 to May 2023

Taught remote, online MBA courses in Healthcare Informatics, Applied Ethics in Healthcare for Business Leaders, and Healthcare Strategic Leadership and undergrad Business Operations, which allowed me to be a full-time caretaker for my father who had late-stage dementia in his home during Covid. Currently teaching on contract basis as adjunct professor.

• Reduced backlog of outstanding credentialing issues by 93% • Streamlined credentialing processes through the automation use of CAQH Proview portal• Wrote Standard Operating Procedures (SOPs) for initial credentialing protocols

Hired to build IOP revenue cycle functions for new IOP services. Reset internal middle and backend revenue cycle functions to overcome a substantial outstanding insurance aging and bring A/R to national benchmark standards. Reworked functions with internal mid and backend revenue cycle functions to work efficiently with overseas revenue cycle functions and develop a cohesive and collaborative working relationship that resulted in meeting/exceeding national benchmark standards in billing turnaround times and rejections. Improved provider and client/patient relations and satisfaction. Developed internal SOPs designed to substantionally reduce outstanding patient responsibility aging.

Oversaw revamp of operational processes for behavioral health substance abuse practice experiencing rapid growth. Reworked administrative departments and developed an internal revenue cycle department utilizing and hiring a combination of internal employees along with overseas personnel. Oversaw onboarding of new software. Reviewed all operational processes and reorganized all administrative positions to determine the best course of action for future growth. Hired a new Director of Operations and Manager of Human Resources to continue the path of resetting the new corporate expectations.

Created and implemented SOP regarding No Surprises Act including Good Faith Estimate parameter and processes for front end and middle revenue cycle teams. Reduced 120+ aging from 38 days to 10 days

Process Improvement - workflowsCompliance Revenue Cycle and BillingCredentialing review and new SOP to improve compliance and revenue stream

Created new vision and led overhaul of the Revenue Cycle departments including: Patient Services, Provider Relations, Patient Training, Authorizations, and Claims Billing/Denial Management for this company that manufactures and sells products that provides airway clearance therapy, leading to improved customer service, provider satisfaction, and greater revenue conversion resulting in double-digit growth YoYLed Contracting and Managed Care team creating initiatives to obtain national contracts in markets specifically in line with targeted sales regions improving their competitive advantage.Led strategic business development and planning of daily operations. Calibrated policies and created standard operating procedures (SOPs) to meet and comply with all revenue cycle and healthcare associated regulations, i.e. HIPAA, HITECH, Joint Commission, FWA, ABN and MSP Compliance, FDA, Stark Laws, and ISO 15224. Designed and integrated effective KPI metrics in line with national benchmarking for RCM.Collaborated with VP of Sales on key initiatives to improve cross functional relationships between Reimbursement and Sales leadership through education and development resulting in a 27% increase in referral volume, and a 32% increase in referral to paid order conversion.Sitting member of the Senior Executive Team directly involved in strategic development of company objectives, goals, and overall direction.IMPACT: Revamped overall operations and generated data analytics reporting system that produced 27%, 17%, and 10% revenue growth YOY for three years. Standardized, updated, and integrated workflow processes to improve productivity. Created appeals processes specifically addressing CMS guidelines with Medicare level 2 and 3 review improving overall collection rate. Cut department expenses. Contributed to significant raise in stock value in 2019 and early 2020 by increasing revenue recovery. Added 87 new contracts in year 1 and 52 contracts in year 2.

Hired to redesign and restructure entire Revenue Cycle front end processes to change negative patient perceptions and regain respect for the entire healthcare system brand after the 2012 MN AG lawsuit against their outsourced vendor, Accretive Health adversely affected Fairview's standing in the community.Led RCM front end operations of six community hospitals, two University hospitals, one children's hospital, and oversaw the operational processes for 42 Fairview clinics for all patient access areas (i.e. registration, admissions, prior authorizations, financial counseling, and securing areas). Developed modern patient access points for new M Health Clinic and Surgery Center, oversaw development of patient access areas for new ASC. Oversaw onboarding of patient access processes for merger with Grand Itasca Hospital and Clinics to assure continuity of care.IMPACT: Grew patient satisfaction in admissions and registration by 15% – 39% for seven hospitals in less than two years with average of 91%. Reduced registration claims denials. Established leadership development program. Grew employee engagement scores from 72% to 96% overall in patient access areas

Turned around and accelerated profit growth for this leading radiology practice and teleradiology company with 500+ US physicians and 1,000+ radiological departments.Directed and improved all billing and reimbursement systems and delivered executive support for daily business operations. Formulated Standard Operating Procedures (SOPs) and work instructions and maintained strict compliance to regulations. Spearheaded educational program for referring healthcare providers, clinics, and hospitals with high denials to upgrade coding and documentation and ensure maximum reimbursement.IMPACT: Realigned and applied outsourced back-end revenue cycle management processes, which brought significant improvement in charge integrity, claims, and denial management and collections.

Interim position - Hired by acquiring private equity company to oversee daily operations, improve revenue cycle processes and create compliance policies during transition for national behavioral health organization.