Traci Bernthal Email & Phone Number

Chicago, Il

Strategy Implementation | Project Management | Collaborative Business Leadership. Using real-world, first-hand industry experience to analyze and implement practical solutions in the healthcare and financial services industries.

Buffalo Grove, Il

PrimeHealth contracts with 550 nursing homes in the Midwest to provide ancillary care to more than 30,000 nursing home residents. Drove the startup of the new organization, negotiating a new fleet contract, re-contracting with physicians, implemented a new 401(k) plan, transitioned to new payroll processor, contracted with new benefits provider, and developed new procedures for finance operations. Additionally, directed FP&A, financial modeling, financial operations, decision support, and performance reporting, and oversaw assets including a 100-vehicle fleet, administered payroll and benefits, and managed A/P and purchasing. ► Played a significant role is shutting down old company by successfully negotiating with vendors and taxing authorites to settle debts. In many cases settling for 50 cents on the dollar. ► Retained 80 percent of contracted physicians through company transition by maintaining constant discussions and communications during transition.

Buffalo Grove, Il

PrimeSource Healthcare contracted with 850 nursing homes in the Midwest to provide ancillary care to more than 50,000 nursing home residents. I advanced to this executive management role to define and execute on revenue generation, profit enhancement, and business development strategies. I served as a trusted adviser to the Owner/President. My scope encompassed fully directing FP&A, financial modeling, financial operations, decision support, and performance reporting. Additionally, I steered the medical billing revenue cycle, oversaw assets including a 135-vehicle fleet, administered payroll and benefits, and managed A/P and purchasing. ► Drove the team that realized 15% organizational growth, by establishing a captive insurance company and developing an insurance product, which led to expansion into 3 new states and generated significant revenue for the core healthcare business.► Provided key leadership in delivering 20% revenue growth, by conceptualizing and implementing a multi-state acquisition plan based on investment criteria, market and competitor analysis, financial modeling and due diligence.► Optimized medical billing collections 20%, by orchestrating selection and company-wide implementation of new medical billing system that improved claim processing and payment tracking.► Facilitated cash flow during an 88% reimbursement reduction from revenue source that accounted for 16% of corporate revenue. Negotiated alternate payment plans, renegotiated vendor contracts, and structured plans for long-term replacement revenue streams.

This role involved leading a team of 14 in the home office, 28 clinical staff, and 24 physicians. My focus was to optimize nursing home visit outcomes. I structured and instituted a performance management system, created and implemented effective and efficient processes, and defined and articulated goals and metrics. I drove corporate cultural change by foster an environment of accountability and continuous improvement. ► Impacted profitability, increasing clinical volumes 6% and coding and billing volumes 20%, by championing company-wide process improvement and performance management initiative.

I was promoted to oversee an 8-person team in strategy development, financial analysis, and administration of the $35M operating and $10M capital budgets. The role further encompassed forecasting, performance reporting, and vendor management. Additionally, I orchestrated the long-term and annual strategic planning processes for IT, which included facilitating executive planning sessions; defining goals, objectives, metrics, and SLAs; communicating plans to stakeholders; supporting senior executives; and managing implementation activities. I also composed presentations for the Board of Governors in Washington, D.C. I forged cross-functional relationships organization-wide to define metrics for staff utilization and employee development, as well as a project dashboard.► Slashed corporate IT expense budget 25% over 3 years, constituting $5MM+ annually, by directing streamlining initiative. Evaluated customer requirements and analyzed historic customer utilization and revenue data, then issued decision to reduce FTEs 20%.

Chicago, Il

I was recruited to a newly-created function in the Bank, charged with managing the multi-billion dollar electronic payment channels for the entire Federal Reserve System. I reported to the SVP. My role centered on providing cross-functional leadership to staff of varying levels and managing projects for the national electronic products group. ► Completed 4-year pro-forma financial analysis that directly impacted $57MM in expenses. Conducted cost-benefit analysis for 6 national, multi-billion dollar electronic payment channels, which provided extensive decision support to executive leadership as they considered whether to continue these channels.► Formulated monthly performance report for national multi-billion dollar electronic delivery channels that integrated performance metrics, such as customer ratings, project status, and financial results, which was recognized by Federal Reserve System senior executives as a best practice.

This position in the corporate strategy and finance department involved directing all aspects of the Bank’s annual strategic planning process, including coordinating planning sessions with senior executives, defining goals and objectives, and providing decision support to executive leadership. I monitored and reported on progress against plan to senior management. I also prepared presentations and briefing materials on annual budgets and performance for the Federal Reserve Bank CEO, COO, and and Board of Governors.► Instituted the Federal Reserve’s 1st balanced scorecard. Integrated it with the budget process, and leveraged it to operationalize the strategic plan and evaluate organizational performance beyond financial results to include intangible services, like economic research. National Federal Reserve Bank System leadership subsequently designated the balanced scorecard as the organizational standard.