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Responsible for directing all aspects of revenue cycle & oversight of billing operations for six large scale operations. Accountability for billing over 14 million visits; 12,000 providers in 48 states.

Responsible for all aspects of the revenue cycle for 2500+ employed/affiliated physician and APP billing providers of the 15-hospital system with over 160 ambulatory operating locations from the Illinois border in the south to Green Bay in northern Wisconsin. Operational and management accountability for nine (9) direct reports, with over 400 FTEs in the entire physician revenue cycle function and an annual gross revenue of $3.75 billion.• Lead revenue integrity initiatives for Epic SmartChart® ambulatory system conversions.• Developed and executed a deployment plan for areas impacting revenue integrity areas, encompassing physician documentation related to coding and billing, all aspects of charge capture, missing revenue reconciliations, professional coding.• Provided on-site support for physicians for coding & charge capture and various other components of the revenue cycle during implementations.• Architect of customized reports for clinic and CBO revenue cycle operations team to including clinic manager and CBO operational dashboards.• Collaborated closely with IT in establishing design requirements for special billing workflows, and subsequently validation of the build/configuration prior to migration to production.• Developed two-pronged approach for accelerating resolutions of legacy accounts receivable.

Senior leader with responsibility for developing and managing revenue cycle management operational functional areas and initiatives and within the division. The Providence WA/MT Regional Services is comprised of 10 hospitals, 84 clinics, 450 employed physicians.Effectively conducted operational and strategic planning assessments, which lead to complete redesign of revenue cycle functional areas and repositioning resources on activities prior to claims adjudication. This transformation is yielding double digit reduction in denials and attributed to rising net revenue.Commissioned collaborative cross-functional committees, producing first accepted regional standardized policies and procedures, and developed organizational management structure supporting all five service areas, and generating new service offerings, consisting of coding & compliance, documentation reviews, physician education, enterprise application support and delegated payor credentialing. Successfully transitioned diverse business units into an integrated team capable of delivering Centricity Business practice management solution on compressed implementation schedule timelines, while remaining focused on process improvement initiatives. Enhanced patient experience and reduced overall costs by refining registration processes and data exchange through interfaces with EMR and hospital systems.

Maintained oversight of all aspects of revenue cycle, information systems and other operational functions for all departments associated with the physician organization. Effectively provided direction in support of TMHPO operational initiatives ensuring maximum revenues and adherence to compliance policies and procedures. Set strategic patient/customer-oriented priorities and goasl, and gave direction and guidance to operations management, achieving the highest possible patient and customer service outcomes. Established appropriate operational and capital budgets; planned and organized areas of responsibility to accomplish operational and strategic objectives, doing so within budget.

Senior Executive providing direction and management of cash acceleration projects and full scale business office outsourcing arrangements for physician and hospital organizations thorughout the country. Provider resource solutions for interim management support for executive administrative positions within healthcare organization revenue cycle environments, leading process re-engineering projects, developing organizational strucutres, workflow redesign, corresponding staffing plans and "best practice" implementation for revenue cycle projects.

Effectively directed consulting engagements, which greatly improved the effectiveness of the hospital and physician group revenue cycle operations. Managed project portfolios and resources to include client management, consultant productivity and project outcomes. Assessed sales process to determine client needs and matching them with organizations capabilities. Acheive high performance yeilds, and successfully completed many process improvement initiatives.

Senior executive adminstrative leader accountable for all administrative and clinical operations at a multi-location primary group practice.

Maintained primary leadership responsibility for daily operations for a large multispecialty group practice operating in four locations with urgent care, laboratory, pharmacy and MSO billing services.