Executive leader for revenue services at UC Davis Health. My teams (650 FTE) encompass front, middle and back-end revenue cycle operations. UCDH is a $3.5B net revenue operation and my teams collect $220M per month. We lead the UC system in days revenue outstanding (mid 40's) and collection rate at 102% of expected net. In addition, I lead organization change to create a triad leadership model to improve day to day Length of Stay with the Nursing leadership and the CMO's office. This resulted in reduction in LOS by 0.5 days per admission. Co-chaired sponsorship for our consolidated Patient Contact and Financial Clearance unit. Established teams to implement 3M and M*Modal encoders and CDI tools while maintaining all revenue metrics related to days, cash, expected collections for the health system including both physician groups. Led coding and documentation improvement processes for E/M 2021 guidelines and 21st Century Cures. The cumulative effect of these changes was over $70M in collected cash over expected net revenue (not related to timing or pandemic funding).

Project: Stanford Health Care  Reviewed Division operations and provided implementation support for the Division of Gastroenterology; key organizational goals for the physicians were identified including higher overall productivity as well as enhanced use of facilities and staffing  Worked within the Stanford University Health LEAN process to prepare the faculty with a significant process reorganization prior to moving to a new facility, provided support to Division leadership during change process, and led the faculty retreat to begin the change process  Established process and technical mechanisms for the faculty members to provide services at remote locations  Defined the need for Haiku/Canto technology solution for patient registration and charge capture  Managed the elimination of charge backlog for remote services

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UCSF Medical Center• Lead the discovery and decision process for the enterprise Electronic Health Record (EHR). • Created the leadership environment and processes for the organization to galvanize around implementing a new EHR, making a decision and signing a contract within 5 months.• Organized work teams and drove the requirements process. Over 2,000 individuals were involved in the decision process. • Lead the team that negotiated the vendor contract. A key part of the process was to identify possible implementation methodologies for UCSF given the disparate legacy systems.• Provided leadership across functional implementation teams reporting to the CFO including Operations (Admitting, Medical Records, etc.), Finance, Patient Accounting, and Physician Billing.UCLA Health System, UCSF Medical Center and UCSF• Established methodology to install house-wide employee timekeeping and payroll applications. • Designed the integration of the UCSF campus employees (Physicians and Researchers) into the UCSFMC timekeeping system.• Assisted UCLA with the design, selection and implementation Blaze Advisor by HNC – A Software Tools Development Company• Introduced the product to the health care market place and identified several channels for potential growth. A key component of this effort was to identify for IDX (now GE Health) mechanisms for building the rules engine into clinical pathways development for the CareCast and SAGE.Fletcher Allen Health Care• Led a team from the Faculty Practice Plan to reorganize the 50 clinical practices to ensure that the operations within the clinics support the business objectives of having a comprehensive check-in/check-out process to ensure charge capture timeliness and accuracy.