Kris S. Email and Phone Number

• Year Long Application Process: Position Application Date: 08.21.16 |Phone Screen Offer: 02.20.17 |Offer Date: 07.01.17• Created and implemented streamlined process to consolidated hospital (HB) and provider (PB) Key Performance Indicators (KPI’s) that identified items with financial impacts more efficiently, and reported actions taken to resolve directly to CFO and Chief Revenue Officer. • Responsible for all Self-Pay processes in an integrated Single Billing Office (SBO) of 80 staff members across multiple sites. • Improved Patient Satisfaction Score by 11% through Press Gainey Surveys.• Responsible for the implementation and processing of Financial Assistance and the workflows impacted by the Expanded Medicaid initiative in multiple EMR systems. • Improved Patient Call Center abandonment rate from over 11% in FY17, 5.06% in FY18, to 3.32% YTD FY19. • Decreased bad debt collection fees impacting the Physician Billing financials by 18% within 6 months through changes to workflow that lead to gains in operational efficiencies. • Decreased the number of patient escalations by 34% over 6-month span. • Consistently increased Self-Pay Collections year over year FY 18 improvement of 6.7% for Hospital and Physician Billing during a system implementation: FY19 8.1% improvement from prior year.• Reduced legacy system Self-Pay AR of $1.2 million in 60 days as result of targeted collection campaign.

• Led a team of 14 direct reports across 3 locations to include 3 Financial Consolers, 2 Leads, and 9 Patient Access Associates • Facilitated monthly operational meetings for multiple departments. • Responsible for coordinating all registration and patient billing at Duke Sport Science Institute and Physical and Occupational Therapy at the Center for Living. • Acted as a liaison between professional medical staff and PRMO registration/clerical staff in administrating policies and procedures impacting patient flow and other operational logistics. • Monitored changes to provider reimbursement (PB) by payors and provided timely feedback regarding major changes. • Created annual budget and identify opportunities for improve in processes impacting operating cost. • Updated performance reviews to include trackable metrics with comparable reporting, objective goals, and useful feedback on was to exceed expectation for annual review. • Assisted with increasing Patient Satisfaction scores by 22% in six months and improved Employee Satisfaction scores departmental by 31% conducted via the Press Gainey Surveys.

• Responsible for providing training, coaching and personnel matters for a team of three direct reports.• Responsible building and maintaining relationships with departmental leadership and customers that exist within other areas.• Responsible for decreasing Account Receivable (AR) by fiscal year end by 20% for the following service lines across the healthcare system: Radiology, Heart and Vascular, Pathology, and Psychiatry. • Build reports and pull the appropriate data for analysis to strategically select the most significant opportunities for improvements to current processes negatively impacting physician billing. • Coordinate and facilitate with key stake holders for process improvement projects to improve work flows that impacted the reimbursement to the revenue system across the practice plan. • Use data to establish baselines and measure effectiveness of changes, and aid in implementation of changes.• Prepare and facilitating presentation for customers and/or senior leadership to review monthly key metrics, and identify actionable items for outlying issues within physician billing. • Created and piloted Point of Service (POS) Collections training in six (6) clinics across UNC Healthcare systems improving collections by 23% within one month.• Designed and built reporting dashboard to be automated for external customers using Business Objects, SQL, and Webi (EPIC@UNC).• Versed and able to audit coding for charge session based on in ICD-9, ICD- 10, HCPCS II and modifiers guidelines.

• Created, generated, and validated reports fulfill data request across UNC Healthcare Systems practice plan as well as for the Heart and Vascular departments. • Responsible analyzing denials and communicating trends that affect reimbursement to physician billing for the departments of Heart and Vascular; School of Medicine and Rex Hospital practices.• Interpreted data trends to find opportunities to improve the workflow within the department to make the revenue cycle more efficient.• Prepared monthly presentations for departmental leadership regarding financial metrics and actionable items around multiple areas, including but not limited to charge data, provider volumes, and payor mix. • Reviewed payor bulletins for information that impact the reimbursement rate for the department and practice plan when applicable. • Responsible for identifying issues negativity impacting reimbursement and/or AR across the healthcare system.• Utilized and trained incoming analyst on Business Objects prompted reporting specific to the job role. • Managed and maintained relationships with department leadership and analytical team(s).• Supported the Pre-Arrival Unit (PAU) and increase efficiencies within the pre authorization process through Kaizen project, and acted as liaison to external customers.

• Responsible for a team of 17 direct reports as well as coverage when needed for an additional 14 reports.• Developed and implement operating policies and procedures for Emergency Department. • Independently plan and conduct meetings with subordinates to ensure compliance with established practices, to implement new policies and to keep employees abreast of current changes and standards.• Maintained liaison with hospital clinical leadership and supervisory personnel to coordinate efforts in resolving problems concerning registration of patients.• Prepared budget projections and make recommendations to improve revenue and collections within the department.• Generated, analyzed and interpreted reports relating to department performance, quality measures, and staff performance; develop, and execute appropriate action plans when needed.• Coordinated and implemented successful system implementations of Maestro Care/ EPIC @ Duke with no disruption to patient care.• Process and edit claim to resolve errors to submit to payor for payment and monitored for opportunities for front end education.• Accessed and processed patients for Medicaid eligibility and/or Charity Care applications.

• Responsible for 18-25 direct reports in an inbound call center environment• Assisted in the development, implementation and maintenance of the annual operating budget, ensuring that operations are managed within established guidelines.• Selected and trained new employees in accordance with Human Resources policies and organization philosophy. • Completed monthly, yearly and special performance appraisals for the staff, and recommends merit increases, promotions, disciplinary actions etc., to the Director.• Provided information and ideas regarding strategy, operational initiatives, and policies to Senior Leadership of Service Access especially surrounding Work Culture.• Created an automated method to trend employee monthly scores to identify performance issues timely so that focused improvement plans could be implemented. • Coordinated and implemented six (6) successful system implementations of Maestro Care/ EPIC @ Duke. • Managed multiple entry points to the Revenue Cycle; including but not limited to pre-authorization, insurance verification, scheduling, referrals, provider templates, and Charity Care assessments.

• Created and implement training curriculums across department for various areas based on call center volumes.• Analyzed and provide feedback for departmental specific reports for the metrics across entire Health System; daily, weekly and monthly• Organized staff events and trainings for 65-72 people.• Chaired various employee committees to help facilitate work culture growth; Action Committee and Hospitality Committee.• Lead a team of 13-15 people.• Worked with departmental directors, managers and appropriate personnel to ensure corporate compliance.• Improved departmental quality metrics 17.31% within six (6) months for FY 12.

• Scheduled outpatient appointments for the divisions of Orthopedics/Sports Medicine and Physical/Occupational Therapy within a call center environment.• Monitored and responded to requests from providers via departmental email and Ambulatory Electronic Medical Records Enterprise (AEMR).• Created a method to track and trend daily call volume within area that improve hold times, decreasing by 22%, and was then utilized across Centralized Scheduling department. • Served as departmental representative for the Human Resources (HR) Advisory Committee• Updated training materials as needed.• Verified insurance eligibility and communicated departmental expectation for appointment to patient.

Formally J L Walston and Associates• Worked physician accounts sent to collection agency for multiple clients including Duke Hospital. • Posted and transferred office payments to clients. • Maintained medical accounts of clients and debtors. • Certified in training for Health Insurance Portability and Accountability Act (HIPAA) • Assisted in managing and collecting on AR sent to collections from multiple medical facilities. • Researched patient accounts using IDX and/or providers’ electronic system (EMR). • Verified, updated, and submitted claims for payment after researching eligibility.