Michael Pajaro Sr. Email & Phone Number

New York, Ny, Us

Jamison, Pa, Us

Streamlined manual workflows within multiple Revenue Cycle Teams at Physicians Endoscopy by implementing process automation of ERA downloads, outbound follow-up calls, and appointment notifications via text messaging.Reduced days in AR from 37 down to 31 within twelve months by reducing and maintaining an average charge lag of 24 hours from the service date.Successfully centralized multiple business units, including Customer Service, Benefit Verification, Payment Posting, and Charge Entry Units from our Charlotte, NC Office to our Central Billing Office in Jamison, PA. Significantly reduced expenses by eliminating two hundred hours of monthly overtime with the implementation of automated financial reconciliations of fifty-nine individual ASCs.Established efficiencies and prioritization of internal Revenue Cycle activities by successfully managing outsourced credit balance projects with external vendors.Implemented continuous process improvement strategies of ongoing initiatives by integrating system workflow between cross-functional teams.

West Orange, New Jersey, Us

Direct and manage all functions of Revenue Cycle Teams at Robert Wood Johnson Physician Enterprise, including Analytics, Credentialing, Accounts Receivable, Customer Service, Coding, Medical Records, Charge, and Payment Processing.Reduced annual expenses by over $1.4M by successfully transitioning Billing services previously rendered by an external outsourcing vendor. Enhanced all facets of revenue cycle operations at our multi-specialty practices by monitoring, improving, and maintaining consistency with quality controls.Increased revenue by more than 8% within twelve months by redesigning revenue cycle workflows for an additional net gain of $4.2M.Successfully rectified provider statuses with all payers by re-engineering projects within the entire spectrum of Credentialing services.Aligned, mobilized, and empowered staff to consistently exceed quarterly goals by analyzing KPIs and trends in operational metrics required to determine the optimum course of action.

Windsor, Ct, Us

Direct the Department of Anesthesia for Brigham and Women's Hospital in Boston (the company’s most extensive account with over 180 providers).Generated annual revenue increases of $3.5m, achieved a 40% initial reduction in days in A/R, and consistently maintained a monthly average of 31 days in A/R.Applied advanced negotiating talents to correct reimbursement errors that resulted in retroactive corrections of over $500K in additional revenue from multiple payers.Developed custom reporting and configuration of an internal billing system for clients with complex organizational structures consisting of multiple provider groups.Successfully reduced expenses by 30% for smaller clients by managing the international outsourcing of business office programs.

Irving, Texas, Us

Spearheaded all facets of medical billing for the Department of Radiology at New York Presbyterian Hospital with a primary emphasis on account management and receivables. Conducted frequent trend analysis to pinpoint improvement areas and championed efforts to standardize and streamline daily department functions. Developed a comprehensive employee training system to boost staff performance and department efficiency. Supervised and delegated tasks to 23+ personnel, consistently emphasizing quality control and productivity. Resourcefully devised pivot tables in Excel to analyze dual billing systems and fortify reporting and processing.Steadily increased revenues by obtaining maximum reimbursements from all major payers.