Maureen (Mo) Walsh Email & Phone Number

Somerville, Ma

• I am engaged as a consultant in healthcare industry to provide expertise with particular focus on optimizing overall operations and performance.

Boston, Ma

I was brought on board to manage the ongoing operations of the Customer Service Department/Call Center, Workforce Management, Special Teams, Process & Efficiency, Training, and Quality & Business Analysts for a privately held company providing an innovative online catering platform for corporate clientele (monthly bookings >$65M; current valuation $1.2B). I directed a team that grew from 2 to 6 managers with oversight for more than 500 agents in 5 locations. Significant contributions included:• Orchestrating significant business optimization measures and automated steps that transformed overall operations. • Collaborating with Product and Design do create a new communication platform that delivered a single panel view, enhancing both efficiency and customer service. • Partnering with catering support team/service operations to improve catering network reliability.• Assessing gaps and implementing processes to capture improved data and provide data analytics to drive/optimize performance. • Instrumental in company achieving 15% improvements in efficiencies YOY.• Collaborating with management and analytics to build trend and detail dashboards to isolate issues to be addressed at department/agent level.• Establishing Specialty Services team supporting strategic accounts; working with business analysts, implemented strategies that increased annual spend while reducing turnover.• Instituting comprehensive training and agent productivity measures, including KPI monitoring, that boosted operational efficiency and performance, streamlined processes, and delivered annual cost savings in excess of 15%.

Multi Locations In Ct

I was recruited into a high-growth environment as a member of US Vascular’s senior leadership team. I was primarily accountable for managing performance improvements/efficiency-boosting strategies, EMR implementations, and IT during the organization’s growth from 5 to 10 locations with a commensurate increase in staff to more than 200. My direct staff numbered 10. Key accomplishments included:• Driving significant increases in revenue recognition and capture by ensuring fees were optimized to highest contract rate levels.• Instituting procedures that enhanced coding accuracy.• Optimizing automated reporting through development of an EMR data warehouse. • Reengineering billing procedures and transforming manual process for surgery charges (manual process required 3–4 weeks and missed 10% of billing) by leveraging Electronic Medical Records, implementing electronic tracking, and automating billing system. Result: Billing timeframe was slashed to 2–3 days with 100% capture.• Providing overall project management and IT/EMR design/set-up for 3 new vein centers acquired by Management Group, 1 USVMG client, and 2 new Vascular Experts offices.• Championing operational improvements (from consolidating charting forms to more efficiently document patient visits/procedures and redesigning electronic scheduling to enable seamless tracking of physician and office schedules to developing a cancellation/no-show appointment process that increased patient recapture while protecting the practice from any liability for lack of follow-up).

Norwalk, Ct

I was recruited initially into an analytics role and then was named Director of Performance/Operational Excellence. This was at the time of Norwalk Hospital’s merger with WCHN in 2014. Among my leadership responsibilities was oversight for a $300M+ revenue budget along with $14M+ in physician group revenue. My team numbered about 5 direct reports. Performance highlights included:• Designing and implementing a new revenue model for Norwalk Hospital physicians and surgeons.• Upgrades in revenue calculations and alignment of database details for provider/payor mix, volume, and impact on revenue.• Instituting 15+ LEAN events (I earned LEAN certification in 2012/2013), garnering executive and stakeholder buy-in. • Overseeing development of a daily dashboard providing senior management with current month volume estimates on a daily basis instead of more than 2 weeks following each month’s closing.• Developing a salary budget model and implementing new accounts receivable realization software.• Spearheading the Reservation Preservation Committee, analyzing collection results as compared with contract rates and identifying patient responsibility vs. contract underpayment to determine root causes of any collection deterioration.

New Haven Ct & Bridgeport Ct

After being recruited to join YNHHS as a Senior Budget Analyst, I was promoted to manage a $344M revenue budget for Bridgeport Hospital. In this high-visibility role, I interacted with department heads across nearly every area of operation. Managing a staff of 6, a number of process improvements were implemented; select highlights included:• Building a new revenue model/essential data structure that efficiently captured and tracked monthly revenues.• Instituting a reconciliation process.• Automating a payroll accrual process as well as charge capture process analysis.• Constructing a database with automated search capability for variances by line item.

New Jersey/Washington, Dc

• Served as Finance & Administrative Director for the New York-New Jersey Trail Conference (NYNJTC), Mahwah, NJ (2.5 years)- Managed staff of 10 with 100+ volunteers tasked with blazing and maintaining trails across 2-state network.• Served as Deputy Director for the Center for a Sustainable Economy, Washington, DC (3 years)- Collaborated as key team member calculating financial impacts of environmental damage and carbon footprint.