Currently as an independent I am working primarily in interim roles. Those include Vice President of Clinic Operations, Vice President of Revenue Cycle, and Regional Director of Clinic Operations. Also performing assessments for improvement in operations and Private Equity assessments.Operating Clinics in today's healthcare environment is a challenge. But focusing on the blocking and tackling can bring significant rewards. There are no shortcuts or magic changes that can improve operations. Understanding what the changes should be and managing through them is where I bring my experience and financial knowledge to bear..To overcome this situation, they need a plan that includes bringing the practices to operational and financial efficiency that is sustainable and adaptable. Realign incentives for both parties around quality and value. Work towards integrating key areas including system interoperability, revenue cycle, business operations, go-to-market strategy and clinical operations focused on quality and coordination of condition-based care.I would like to talk with you about how you can develop a plan that will start to turn investments into returns. It starts with the basics of patient access, solid revenue cycle processes and includes proper and well aligned compensation plans.

Leading all physician operations for the system (inpatient and outpatient) including contracting, recruiting, mentoring and training of support staff management. Also working with HR on Recruiting the permanent leader.

Interim Vice President focused on improving clinic operations and revenue cycle. Improvements in multiple areas for this long established large academic group in the Detroit area. Patient access, staff development, improved cash flow, call center operations, new system implementation are all improved over the last several months and will continue to improve. Continued support as executive consultant.

Paragon Health Capital is a firm of medical practice specialists bringing together a depth of experience and proven networks to advise physicians towards maximizing the value of their practices. Our objective is to help you achieve the best strategy, with the right partner. Our goal is your goal, maintaining the optimal level of physician autonomy while ensuring your practice pursues the best growth option for your future. Our advisory team will help you in all facets of operations from finance, staffing, revenue cycle, facility development, executive management, Fair Market Value, mergers and acquisitions regardless of whether you need investment banking options or not.We are specialists like you. We are not advisory and transaction services generalists, working in many industries – or even more broadly in the healthcare industry. The mission of our firm is to facilitate activity between doctor groups and potential partners, including capital partners, and health systems. We have a deep understanding of physician practice operation, governance, cash flow, and staffing. Our understanding of the needs of the modern American physician practice make us uniquely suited to represent you. Consider choosing Paragon as a trusted advisor when you are at a crossroads, and considering the best pathway for your future. Better deals, better options and a brighter future.

Project/Operations Consulting and Leadership for the Physician Enterprise Services practice. I am focusing on operational changes to optimize large gruop practices including revenue cycle in the ever changing current environment. Over 30 years of progressive healthcare business experience in both consulting and the private sector. Broad knowledge of the industry operations allows me to coach and mentor staff for results. Specific experience in: Engagement Management, Physician Revenue Cycle, Financial Review; Administrative leadership, Building Integrated Delivery models with Practice Mergers and Acquisitions; Strategic Planning and Implementation, Practice On-boarding. I have over 10 years of experience in women’s healthcare clinic and facility development.

Responsible for leadership and oversight of QHR’s Physician Services Consulting practice, which includes advising clients in the area of physician practice management, practice operations and physician-hospital integration strategies. His clients also benefit from his proven methodologies in strategic planning, contract negotiation and analyzing operational issues within the practices to improve financial results of employed physician practices.One of the biggest challenges facing hospitals is the physician practices that they own and the investment they continue to put into those practices. Further, they find that instead of a group practice they have a group of practices that compounds the challenge. This is largely due to factors such as a long history of competition, an asymmetrical power relationship, unclear financial metrics and goals and a history of insufficient transparency and trust. To overcome this situation they need a plan that includes bringing the practices to operational and financial efficiency that is sustainable. The next step is to realign incentives for both parties around quality and sustainability. The third step is to work towards integrating key areas including interoperability, revenue cycle, business operations, go-to-market strategy, clinical operations, quality and coordination of condition-based care.

•Practice Mergers/Integration/Management.•Management of revenue cycle staff and processes. •Responsible for all operational/fiscal management and reporting for clinical sites in multiple states including labs and ASCs.•Design of reporting systems to manage and analyze revenue and business performance. Includes reports prepared/presented for board meetings and divisions.

•Staffed as Interim Department Revenue Cycle Director of large urban clinic – included complete operational re-design planning and implementation for 22 sites. Included re-staffing and training.•Identified and re-negotiated key vendor contracts for a large academic practice. Developed reporting system to monitor standards.•Managed cash acceleration projects in several states including liquidating over $50M in receivables. This increased the collection rate by 1.25%•Developed and installed scheduling system for all ancillary services and integrated with surgery scheduling in the OR for improved data transfer of basic insurance information. The system was integrated with Epic.

I held various positions with increasing scope of responsibility in the healthcare industry.