Focuses on revenue cycle, physician realignment, organizational restructuring and labor productivity. Engagement list includes multiple large-scale operational improvement efforts, governance, and management assessment, labor management, organizational restructuring, shared services improvement, and departmental process redesign. Several engagements listed below.Spectrum Health Partners is a financial advisory services firm focused exclusively on the healthcare industry providing the following services:- Transaction Advisory- Post Transaction/Wind-down- Turnaround, Restructuring & Bankruptcy- Interim & Crisis Management- Physician Practice Management- Academic Medical Center Management- Revenue Cycle Management- Performance Improvement- Healthcare Analytics

Provides overall management of the EVMS Medical Group and particularly the Management Services Organization providing services to this group. Services include Revenue Cycle, Coding, Risk Management, Compliance, Contracting, Space Design and Planning, Payor relations including Quality and Value-Based agreements. Responsible for the integrity of operational processes, both administrative and clinical, patient access.

Worked with the Chapter 11 Bankruptcy Trustee to maintain operations, cashflow, compliance, and eventual sale of assets. Navigated a Corporate Integrity Agreement (CIA) including changing the Independent Review Organization and frequent communication with the US Office of Inspector General. Managed and documented CARES Act funds as COVID Crisis became the overwhelming environmental financial and operating driver. Implemented a migration to outsourced Revenue Cycle operations (NextGen).

Working with Senior Leaders in multiple facilities to determine, validate, and implement benchmarks for planning, controlling and managing expenses.

Planned and directed revenue cycle management operations and provided the strategic direction for process improvement initiatives across all inpatient, ambulatory, and physician lines of business. Key areas of focus included: restructuring of management team, establishing policies and procedures for all areas, and establishing a Revenue Integrity and Clinical Documentation functions.

Independent Consulting Practice - Services:• Performance Improvement• Financial Forecast and Plan• Physician Services --Example Completed Project:Trinity Healthcare, Midwest Community Hospital - Comprehensive Turnaround Served as Interim Director of Budgeting and Planning. • Developed and refined reporting and tracking of performance improvement activities as well as other financial analyses.• Revenue Cycle Initiatives included Clinical Documentation, ED Coding, Rate Optimization, and Payer Contracting Strategies.• Selected and implemented budgeting system and led annual Strategic (ISFC) and Operational Budget processes.

Development and tracking of comprehensive margin improvement initiatives, including a reduction in force of over 500 FTEs. Supported negotiations and developed pro forma financial information to establish contractual terms for merger with Medical College of Wisconsin.

Work with leaders across 4 regions to manage the three-year strategic (ISOFP) and operational plan for the largest Ministry of Ascension Health ($8.5bn in Gross Revenue). Track and manage $130+ million Capital Budget. Oversee pro forma development for strategic initiatives. Review and validate all pro formae for new and expanding lines of business.

Lead development and implementation of analytic models and processes to inform Senior Leaders on the financial and operational performance of the organization. Support all other Financial Planning department functions as necessary, including month end operating results reporting and analysis, forecast and action plan analysis, business case development and analysis, decision support. Key activities include:• Lead the planning and coordination of the Integrated Strategic Operational and Financial Plan (ISOFP) as well as Annual Operational Budget;• Oversee the maintenance and ongoing development of financial planning, budgeting, capital project analysis and capital tracking tools (Kaufman Hall); and• Development, validation, and tracking of financial performance improvement plan.

Serve as Chief Financial Officer responsible for all aspects strategic and tactical matters as they relate to budget management, revenue cycle, cost analysis, and forecasting. Key contributor to advancing physician strategies thru recruitment, and operational and strategic planning. Directed financial and operational improvement of this 125-provider group while recruiting and on-boarding several new physicians. Specific major accomplishments:• Improved Revenue Cycle Operations expanding staff and facilities bringing Denial Rate from >20% to below 10% in 9 months;• Restructuring of operational and financial staff;• Preparation of operations for affiliation with a new partner sponsoring organization;• Central to the recruiting of key Providers in a challenging strategic environment• Increased Net Revenue 14% on same Gross Revenue

Accountable for full operational, HR and P&L responsibilities of the Clinical and Financial Performance Improvement Practice; assured high value deliverables and responsible for maintaining client and colleague satisfaction. Work with other business unit leaders to focus on delivering additional business and participating in the development of strategies and tactics for the consulting business unit. Serve as the solution architect to craft comprehensive deal structure Set strategies to radiate total ACS services/solutions at client sites. Oversee all client management activities and focus on strategic accounts. Sales participation in $7.5M dollars.

Managed delivery of organization-wide performance improvement projects for healthcare organizations. Specialty areas include Operational Turnarounds, Interim Management, Labor Cost Reduction, Supply Chain Management, Revenue Cycle Management, Physician Practice Management and Strategic Repositioning. Implemented complex improvement initiatives and assessed strategic options for FTI Healthcare clients. Simultaneously managed multiple clients and projects. Worked as an integrated team with Sales on opportunity pursuit teams. Serve as key resource in proposal writing. Manage projects in sizes ranging from $1-4 Million in size. Network within the healthcare community including speaking engagements for professional organizations.

Acquired by FTI as part of Cambio, a leading provider of change management solutions for hospital and health systems.

Then Quorum, then acquired by Cambio, then FTI.

Development of departmental budgets, and monitors, interprets, and analyzes practice financial performance in realizing established plans and objectives for the practices. Identifies and reports undesirable trends and potential business opportunities and makes recommendations for action, and directs the preparation of internal financial reports and assures that the reports reliably reflect the financial position of the practices.

Now MedAssets