Robert Rosso Email & Phone Number

Responsible for the Strategic, Financial and Operational success of a Large GI practice with 3 ASCs, Histology Lab and Anesthesia Services. Responsible for oversight of the revenue cycle management process that resulted in record collections for 8 consecutive months. During my management tenure collections increased from $15.6 million to more than $36 million for FY 2015. These results were obtained through improved process design (resulted in a reduction of days in A/R from 95 days to a consistent 20 days), renegotiations of all managed care contracts, expansion of service lines. As a result of my leadership, I managed to keep OH percentages consistently below 35% and well below the stated objectives and all MGMA metrics despite rapid growth and expansion. I managed to keep physician satisfaction levels high even while revising the practice's income distribution formula resulting in a more timely and equitable distribution of profits. Strategic initiatives that I led included the negotiation and planning the construction and financing of a third ASC (18,000 square foot) location; exclusively responsible for the research, investigation and implementation of Corporate Strategic Planning process, and I establishedthe agenda and ran monthly governance meetings with physicians. I worked with several other independent CEO’s to establish a Physician owned multi-specialty group aimed at strategically recovering and controlling the delivery of healthcare in the San Antonio market. Part of the team that wrote and submitted an opinion letter to the FTC asking for approval of the application.

York, Pa, Us

I was responsible for the management of a 25 Physician and 7 Mid-Level Providers in the specialties of Orthopaedics, Pain Management, Physiatry, Podiatry, ASC and Orthopaedic Specialty Hospital with 5 locations. Ancillary services included PT, Orthotics, Pharmacy dispensing, Imaging and an Ortho Urgent Care center. I had exclusive oversight and managed the collections process of a revenue stream in excess of $40 million. I was on the Senior Management Team that managed the construction of an Orthopaedic Specialty hospital. I was asked to implement a series of staffing cuts and process redesign that eliminated $1.2 million in OH expenses. I designed and implemented an electronic surgery package integrated with the practice management system and EMR. I renegotiated all the managed care contracts resulting in an average increase in revenues of 9% across all service lines. I had direct and indirect oversight responsibilities of a staff in excess of 300 employees.

I was responsible for the operations, financial and strategic management of a 14 Physician and 3 Mid-level Providers in the fields of Neurology, Neurosurgery and Pain Management with 4 clinical locations. I managed revenue stream in excess of $30 million with an overhead rate of less than 50%. Additionally, I had management authority of the following ancillary departments: MRI, PT and Neuropsychology departments. I expanded the Worker’s Compensation Division and increased the flow of patient volume with exclusively managed direct to employer contracts. I also revised the entire employee benefit programs and implemented the first practice sponsored 401K benefit plan as well as converting the practice health insurance benefit from traditional PPO plan to a high deductible HSA plan, which helped save significant monthly premiums while empowering employees to take a consumer approach towards their own health decisions.

I managed the operations, financial and human resources for a 12 physicians and 6 mid-level provider Orthopaedic practice with revenues in excess of $20 million while reducing overhead from 63% (beginning of my tenure) to 40%. As a result of strong financial leadership, I was able to increase average physician compensation from $275,000 to more than $700,000. I renegotiated all managed care contracts for an average increase of 25%. Reduced days in A/R from 95 days to 43 days in less than 1 year. I reduced personnel costs from 40% of revenues to 22% of revenues while increasing staff productivity. I managed the construction of a new 80,000 square foot facility (as part of a real estate joint venture), as well as two satellite offices. I purchased and implemented two free standing MRIs while also implementing a digital PACs system for practice. Under my leadership, I improved clinic business operations to reposition practice from the MGMA 25th percentile to 90th percentile for comparable groups. I revised all financial reports used to manage practice operations, organized, conducted and ran all monthly Board of Directors and Executive Committee meetings as well as planning and structuring the group's first (and recurring) Strategic planning session.

Executive Director working for a nationally based PPMC with corporate headquarters in San Diego. I worked at three different locations for Premier under three different contracts. The largest group consisted of 62 providers and the other had 24 providers. I managed the revenue cycle and oversaw operational changes intended to increase operational effectiveness, reduce costs and increase the throughput of the organization. Additionally, I developed a cost allocation methodology that allowed the group to fully evaluate a large capitated contract. As a result of my work, the contract was renogotiated and an increase in excess of $7 million was procured.

Master’S Degree, Health Administration

Master Of Business Administration (M.B.A.), Business Administration And Management, General

Bachelor’S Degree, Major - Business Administration With A Minor In Economics

Biology / Pre-Medicine