Melissa Goad, Cpa, Crcr, Mba Email & Phone Number

Tuba City, Arizona, Us

Managed the financial operations and fiscal strategy for a $260 million, 73-bed regional tribal health care facility with 4 traditional and 3 mobile clinics.oLed a 140 team with responsibility for all aspects of the end-to-end Revenue Cycle, Grants, Fundraising, Contracting/ Vendor Management, Financial Planning & Analysis, and General Accounting (treasury, general ledger, accounts payable, payroll).oExceeded all financial metrics for the organization in every reporting period (operating margin, labor costs, AR days, cash goal, RCM cost-to-collect, divisional vacancy rates, # of workflows automated).oRetooled the revenue cycle workflows and system configuration for a failed Allscripts implementation resulting in reduction of unbilled claims from 44 days to 21 days and reduction of open AR without a discharge date by 50% in a 6-month window.oDelivered a 10% increase in annual net patient service revenue and a threefold increase in alternative revenue streams (grants, federal reimbursements, tribal compact revenue, etc.).oDeveloped the staffing plan for a 123,000 square foot clinic plus led the feasibility study and funding for a 90-bed long term care facility, a domestic violence shelter and two 48-unit housing complexes.oNavigated a $35M restatement resulting from revenue recognition errors prior to tenure.oWorked with the CEO and other senior executives to establish the five-year plan for financial priorities and strategic objectives for the organization. oWorked cohesively with the clinical teams to monetize medical services through workflow tracing to ensure all billable events were captured. oManaged investment of funds and worked with bankers to maximize investment returns for a $450M portfolio.oIncreased participation in Arizona Medicaid’s patient centered medical home program by 60% in four months.oWorked with outside legal counsel to file a claim against US Federal Government valued at $200M that was successful when presented to the Supreme Court.

I have assisted several healthcare organizations with large scale, complex transformation initiatives by utilizing my talents to deliver a holistic approach to integrating strategy, operations, and finance drivers. Client have engaged me to: • CommonSpirit Health ($35 billion revenue): Led the launch of the intelligent automation program including strategic planning and governance oversight. Responsible for driving efficiencies and increased revenues through integration and automation of the prioritized portfolio of initiatives.• CommonSpirit Health ($35 billion revenue): Served on the leadership team for clinic transformation initiative. Effort involved participation in clinic physical redesign, workflow optimization and assessment of a variety of technologies to support the operational model.• Ascension ($27 billion revenue): Developed a total cost of ownership (“TCO”) model to provide Ascension with a comprehensive understanding of the total cost incurred throughout the lifespan of the implementation of an EHR system in its various geographies. • Banner Health ($8 billion revenue): Developed a payer-provider collaboration assessment methodology to identify opportunities to centralize data management and streamline workflows of administrative functions between Banner Health (provider division) and Banner Health Plan (payer division). • Tech Mahindra ($6 billion revenue): Served on the leadership team for the service recovery effort for a multinational technology managed services provider. Worked closely with executive teams and workgroups to communicate progress and outcomes. Reduced service ticket backlog by 82% across three electronic health record systems in six months. Designed the continuous process improvement program to keep operations on course going forward.• Keck Medicine of USC ($3 billion revenue): Advised during contract negotiations with Deloitte and Cerner for the implementation of a multimillion-dollar electronic health record system.

Us

Responsible for identifying revenue cycle strategies, processes and improvement initiatives to continuously improve the RCM process to maximize various billings and collections. Scope included: • Advising on opportunities for monetization of Providence’s revenue cycle operations via its for-profit subsidiary, Tegria• Creating of the governance and decision-making framework for the revenue cycle team used in aligning project requests with the strategic roadmap• Serving as the gatekeeper of the revenue cycle strategic roadmap and initiative prioritization• Identifying and evaluating new transformation, innovation and optimization opportunities• Securing funding for transformative efforts• Conducting valuation assessment of innovation opportunities• Worked closely with the RCM analytics team to design, implement, monitoring, and assessment of key performance metrics• Developing and socializing a robust communications strategy for internal and external consumption of RCM innovations • Overseeing operational capacity analysis and planning• Vendor management for $100+ million annual RCM contracts with a substantial portion representing outsource functions; activities included contract negotiation, contract lifecycle management, RFP support and coordination with inhouse and external attorneys• Creating and reviewing budgets for a team of 3600 with $350M of annual operating expense spend

Us

Responsible for leading change initiatives.• Led the consolidation and workflow modernization and process improvement initiatives for previously distributed revenue cycle functions in the mid-cycle into a single shared service model. • Developed and executed that communication strategy for various transformations. Clearly and transparently articulated the reasons for the change, the specific actions required, and the expected outcomes, while also actively securing feedback and addressing concerns when presented.• Established robust productivity metrics to monitor performance and outcomes for the Patient Access, Continuous Improvement, and Clinical Documentation Integrity teams.• Served on the steering committee for creation of an analytics product for Tegria’s Lumedic customers.

San Francisco, Ca, Us

Served as a leader for adoption of an intelligent automation program for the technology organization with focus on assessing the progress and impact of a prioritized portfolio of initiatives. Program included delivery of several RPAs (via Blue Prism and Python), pilot of a machine learning tool via partnership with a start-up vendor for OR time management as well as the creation of the blueprint for an enterprise-wide connection center for patient servicing and Cerner-based dynamic preference card application for surgical services.Responsibilities included:o strategic planningo ideation, intake and assessment of automation initiative viabilityo governanceo portfolio value realizationo communications and progress reportingo financial managemento liaison to key leaders across clinical and non-clinical functions

Indianapolis, Indiana, Us

Led the operational readiness function for migration of three legacy platforms to a modernized destination platform for Anthem (7 million members over 4 years). Set-up business areas for operational success post migration by understanding the variances in how the technology functioned between the legacy and destination platforms, identifying necessary process flow modifications, developing upskilling training strategies for existing staff and then designing strategies to overcome staffing constraints through use of interim staff.

San Francisco, Ca, Us

Assisted the CIO's leadership team with a variety of confidential Board level special projects on a part-time basis.

San Francisco, Ca, Us

As VP, IT Finance for Dignity Health ($800 million of operating and capital spend annually):o Served as senior financial leader for the implementation of electronic health records across 40 facilities and 216 clinics. Led the organization out of a compromised financial position to one with utter clarity around projected multi-year spend. Achieved a monthly spend accuracy level of 98% within 18 months. o Spearheaded the implementation of Apptio and QlikView, business intelligence applications, to gain better understanding and control of technology spend KPIs and metrics. In addition to serving as the business leader, the role demanded serving as SME for application configuration, data flow design, metrics definition, and business user report creation.o Led the creation of the 5-year, $2.5 billion strategic financial plan for the technology department. Worked closely with C-suite to align technology deployment plans with organizational goals. o Served as the head of the decision support function of the IT PMO. Responsibilities included prioritization of 525 projects with spend from $250,000 to $125 million annually; responsible for submission timelines and tools, business case review, portfolio prioritization, funding, and governance compliance.

San Francisco, Ca, Us

Oversaw the implementation of a vendor management program to aid in consistent utilization and proper governance of contingent workers for Dignity Health’s IT department. The transformation effort began with defining the problem and desired outcome then moved into crafting a strategy for bridging the gap that included system selection, system implementation and process flow design as well as negotiating a contract with a 3rd party vendor management service provider. Annual spend was ultimately reduced by 50%.

San Francisco, Ca, Us

Served as revenue cycle transformation strategist for Dignity Health’s implementation of electronic health records across 40 facilities and 216 clinics. Role involved determining staffing strategy to support an effective implementation of a new EHR, monitoring financial performance and executing a variety of contracts to support the implementation activities.

Phoenix, Arizona, Us

Led the HEDIS and Pay-for-performance audit function for the premier HEDIS audit organization in the southwest.

Irvine, Ca, Us

Instrumental in more than quadrupling of revenue for the Phoenix office of RGP (a Deloitte spin-off) in a three-year time frame. Annual new business growth for the four years thereafter was 20+%. Primary client base was members of the C-suite in the finance and technology departments.o Exceeded individual annual revenue targets every year through carefully crafted business development plans that went from lead sourcing to value articulation to closing engagements with client executive leadership.o Responsible for analyzing trends in the marketplace and adjusting the business development strategy to optimize new opportunities.Effectively managed customer relationships by ensuring alignment of objectives and deliverables. Customer retention and referrals were exceptionalAssisted a multitude of organizations with large scale, cross functional and complex transformation initiatives.o Enterprise level focus have been on assisting numerous clients with post-implementation stabilization efforts following difficult ERP implementations (SAP, Lawson, JD Edwards, PeopleSoft).o Served as an integrator between operational needs and technology solutions. Project scopes included establishing governance, defining success, establishing scope and metrics, managing change orders, issue management/ escalation, overseeing completion of deliverables, managing schedules, meeting milestones, and ensuring success.

Phoenix, Az, Us

Directed the recovery from a failed claims adjudication application for a $425 million Medicaid plan. Project included application gap analysis, requirements redefinition, application configuration, custom code development, extensive testing (SIT & UAT), end-to-end process flow realignment, staff training, and re-adjudication a year’s worth of medical claims.Led the submission of a 5-year Medicaid bid for this group of 4 struggling health plans. Effort included development age/sex/demographic adjusted bid rates that were the highest and most lucrative rates ever awarded to MIHS.

Bloomfield, Ct, Us

Led a business expansion project aimed at dramatically increasing Cigna’s presence in Nevada via a strategic partnership with a boutique health plan. Role included partnership with executive leadership of the health plan to develop an integration strategy, assessment of key functional area’s capabilities, and review of technology data transfer points to support the seamless provision of services to members. Outcome was the ultimate acquisition of the boutique health plan by Cigna.Served as a SME on the legal due diligence team for CIGNA’s sell of Lovelace Health System (four hospitals and one health plan) to Ardent Health System. Oversaw the implementation of an education program for 1,000+ employees in Arizona.Participated in the consolidation of accounting operations in Arizona and California.

Bloomfield, Ct, Us

Directed the development of a “bottoms-up” detailed budget (annual revenue of $1.4 billion) including presentation to executive managementInfluenced business decisions and assured achievement of the overall financial goals by providing timely, effective operating expense and capital reporting for 458 departmentsPerformed business modeling, benchmarking, and process improvement to identify, initiate and implement revenue enhancement and cost improvement strategiesAnalyzed variances to plan and directed the development of the rolling monthly forecast

Bloomfield, Ct, Us

Led investigation of adverse Medicaid medical cost trends including presentation of recommendations to senior managementReceived the Platinum Award for achieving the highest level of Medicaid reinsurance collections since the program began through the implementation of controls and monitoringDeveloped comprehensive profitability analysis of various contract modifications and settlements with third parties, one such analysis saved the company $400,000

Peachtree Corners, Ga, Us

Developed key monitoring tools needed to assess the profitability of all lines of business, long-term tax strategies, and cash flows planningManaged the operational aspects of the merchandising line of business (250 shows annually)Development and negotiation of a $5 million debt and equity restructuring initiative which proved to be critical in adhering to the long-term strategic planAnalyze potential acquisition opportunities for feasibility and negotiation of contract termsReview and research of complex foreign business issues when touring internationally

London, Gb

Served as a financial statement auditor specializing in healthcareo Worked with client leadership at all levels to assess internal controls and the accuracy of the financial statements for clients. o Frequently assigned to dissatisfied clients due to my ability to foster healthy professional relationships with difficult persons in positions of power.

Served as a financial statement auditor

Mba, Mba

Bba, Accounting