• Successfully established and led a new team responsible for research content creation, customer success, and new product development to equip healthcare fundraisers with benchmarking and tailored insights for targeted performance improvement• Research: Identify industry trends and create tailored research presentations for speeches delivered to 500+ person member base; serve as speaker at local and international events, with a focus on quantifiable opportunities for strategic intervention; conduct client interviews and oversee creation of resulting monthly research papers, with actionable insights to elevate overall industry performance• Delivery: Created comprehensive SOPs and collateral for new membership offering, focused on onboarding, data integrity, and a standardized and scalable membership experience; helped grow membership to 30 new members and 100+ foundations with a contract value of >$800k in first 12 months; ongoing collaboration with CEO and CFO for staffing modeling to balance customer satisfaction and employee engagement and productivity• Product Development: Launched new benchmarking platform in partnership with external product management team; overhauled historic benchmarking practices, conceptualized and implemented new weekly/monthly benchmarking opportunities to introduce novel, “real-time” analytics to the industry; conducted requirements gathering interviews and created wireframes, managed product team against implementation deadlines; conducted User Acceptance Testing to ensure smooth onboarding and to enable technology adoption; managed product backlog to identify ongoing product development opportunities• Organizational and Leadership Responsibilities: Create and oversee annual >$450k budget; partner with sales and marketing leadership to develop content-assisted campaigns for high-priority pursuits; led integration of new internal project management software,

• Multiple lead roles geared towards operational and technical process improvement, integrating new technologies into hospitals and health systems; emphasis on at-risk metrics and net revenue improvement goals, ensuring operational users had a comprehensive understanding of their new responsibilities, and were equipped to succeed in their new technological environments• Risk Mitigation Project Lead: Led multi-initiative project preparing 3 hospitals to go live on new EHR (Epic); coordinated meetings with multiple stakeholder groups between the different hospitals including technical, operational, and finance leads, ensuring consensus between stakeholders on priorities and risks; aggregated historical revenue and volume data to develop baselines to ensure performance maintained upon implementation of new system; coordinated and led training and education sessions of >100 users on new workflow responsibilities, creating corresponding policies and procedures and job descriptions; responsible for project budget and resource allocation• Revenue Management Initiative Lead: Restructured Revenue Integrity team at multi-hospital health system, improving communication and integration with reporting and business office teams to increase revenue capture, reducing gross AR by $17.5M over 3 months; stood up executive management committee to oversee targeted revenue improvement objectives; developed playbook for new AVP to improve oversight of restructured RI team; identified key service line areas with opportunities for revenue capture and process improvement, leading stakeholder interviews and implementing improved communication processes across functional area teams

• Provided best practice future-state workflow recommendations, and developed key performance indicators to monitor success of process optimization; led initiatives focusing on integrating Operations and IT (Epic/GE/Affinity) at complex, multi-hospital health systems; passionate about structured and ad hoc roles developing internal talent and culture at a small and growing company• Application Rationalization: Catalogued 60+ vendors and applications through stakeholder interviews and technology utilization to identify opportunities for application consolidation and Epic optimization; identified 25 opportunities for contract renegotiation/termination; provided 10+ detailed Epic workflow optimization recommendations quantifying timelines, resource allocation, and financial benefits• Workflow Optimization Lead: Documented comprehensive current-state revenue cycle workflows for four physician groups, used for a gap analysis against recommended enhancements; identified over 300 opportunities and $3M in ROI for concurrent Epic and operations process optimization, geared towards a scalable, centralized business office• Internal Development: Founded a company “Culture Committee”, tasked with engaging junior level staff; pioneered a development program, in which Analysts and Consultants partner with mentors to develop new content for the business, with a final Executive presentation and difficult scenarios exercise

• Served as a project manager overseeing revenue cycle operations for health systems, stand-alone hospitals and physician groups; conducted client interviews, led executive presentations, and leveraged data analytics to drive performance and process improvement• ICD-10 Project Management: Developed revenue cycle metrics databases, providing a baseline for future tracking – identified a $200K opportunity post ICD-10 with one payer; coordinated ICD-10 education for over 400 employees across multiple departments; created process flows for pre-authorization and split billing for ICD-10 cut-over; created a cost vs. output analysis for hiring new coders as compared to retaining an outside firm for ED coding• CDI Query Tracking and Education: Devised a tracking database for historical queries; led a team of 10+ CDI specialists to create targeted provider educational collateral; ran training sessions with super-users for future self-monitoring• Process Flow Analysis: Created IP, OP, ED, Cancer Center and Ambulatory process flows for HIM and CDI departments with accompanying policies and procedures; developed process flows concurrently with training plans for program alignment with newly-acquired hospital

• Functioned as on- and off-site health care consultant and primary relationship manager for a portfolio of revenue cycle performance technology clients, playing the lead role in developing and executing against project timelines; selected by Executive Partner to consult with largest revenue cycle members in the Midwest, managing over $3 million in technology projects across 15 members and over 60 hospitals• CMI Improvement: Leveraged MEDPAR benchmarking and technology platforms to identify areas for potential clinical documentation and coding improvement; created coding educational collateral from chart review results, yielding improvements in CMI of upwards of 0.40 for specific DRG groups• ROM/SOI Targeting: Pioneered Risk of Mortality (ROM) and Severity of Illness (SOI) reporting focused on increasing Medicare reimbursement; guided hospitals through tracking and chart reviews to identify claims for re-billing, achieving an estimated increase in reimbursement of over $1500 per chart reviewed for some hospitals• Reserves Estimates: Monitored trends in Medicare Recovery Audit Contractor behavior, developing reserves estimates for CFOs and finance leads for fiscal year budgeting; built “Two Midnight” analyses to help executives understand potential financial impacts of impending legislative changes affecting inpatient and observation admissions• Additional Accomplishments: Developed VBA code to reformat hospital dual-coded data from multiple systems into a standardized template, allowing for an increased volume of dual-coded data to be used for internal cohort benchmarking; promoted to senior-level Dedicated Advisor in October 2014

• Identified marketing opportunities for a population health management technology product suite; created and executed strategic plans to drive opportunities through the marketing and sales cycles: generated over $1.8 million in new business, an increase of 300% from previous year, while managing a team of 5-10 associates against visit acquisition goals• Firm-Wide Risk Intelligence-Gathering: Compiled database of 600+ unique organizations that had transitioned to value-based care; developed scripting and strategy for sales teams to inflect meeting acquisition performance across multiple teams; presented to Account Management to improve campaign awareness and use in daily activities; leveraged by Product Development to gather intel on market penetration and sizing• Historical Webinar Data Analysis: synthesized, redressed and interpreted large volumes of data into simplified and actionable tables to inform targeting strategy, as well as future and immediate strategic planning and outreach

• Responsible for business development and marketing activities: targeted prospective members through background research; scheduled marketing appointments; monitored industry trends and institution-specific opportunities in order to tailor marketing efforts; assisted in creation of Letters of Agreement and collateral materials

• Responsible for organizing and running a camp with over 150 staff members at Camp PALS, a 501(c)3 charity and sleep-away camp for young adults with Down syndrome • Coordinate Camp fundraising efforts, generating over $60,000 in donations from 300 independent donors• Tasked with training new directors and developing new talent internally for future leadership positions within a growing organization