-Developed key performance indicator dashboards and implemented best practices across all of the network's business units-Built reports to analyze revenue and cost centers-Improved the existing budget worksheets and input schedules to reduce the time needed to complete the budget load process-Documented and analyzed the billing process for one unit's various ancillary fees-Completed Lean Six Sigma Yellow Belt Certification with Intelligent Quality Division

I began working for URS in January 2012 as an Office Administrator at their first outpatient clinic. With this new clinic having only been open for two months, it was an exciting and growth-fueled time for the company where I enjoyed a challenging, fast-paced environment that promoted constant learning. As a result, I quickly became skilled at wearing multiple hats while taking on a variety of responsibilities in order to assist the team wherever help was needed, in addition to fulfilling my clerical and administrative duties.After working in the front office for approximately nine months, I brought a decline in performance of their outsourced billing function to the CEO’s attention and presented a proposal to bring it in-house. With his permission, I established the company’s billing department from scratch. I implemented new billing and electronic medical record (EMR) systems and integrated new software interfaces, including EDI, with a November go-live date. Post go-live, monthly cash receipts immediately doubled and in less than two years, up to a 300% increase was achieved. Additionally, due to more efficient processes and effective procedures, the average turnaround time for insurance remittance decreased from 70 to 45 days.