• Directs, mentors, and leads 38+ onshore and offshore employees, establishing KPIs in alignment with company vision and growth goals. • Establishes and implements new departmental revenue cycle processes, reducing days in AR from 42.40 to 26.4.• Implements process and technology training for staff to achieve goals, maintain proficiency, efficiency, compliance and customer service.• Provides oversight of Accounts Receivable functionality for Colorado, Kansas, Montana, Nevada and Washington through the KPI’s listed.• Reduces % of AR over 120 from 20.38% to 14.04% (reduction of over $19M without exhaust adjustments) through staffing alignment, payor projects, and creating more efficient processes.• Partners with various Revenue Cycle Departments: Credentialing, Charge Entry, Billing, Coding, Payment Posting, Finance, and Decision Support, establishing short and long-term goals for teams to drive improved KPI’s and increased revenue.• Chaired the National AR Subcommittee and partnered with other RCM Directors for the East, Central and South Divisions.• Identifies areas of opportunity, reducing denial rates and increasing net collection rate.

• Oversaw staff recruiting, hiring, training, coaching, and yearly performance evaluations and improvements for 2 direct reports and 80 indirect FTEs.• Drove process changes and continuous improvement that increased total revenue per employee.• Improved and redesigned the UCHealth Extended Business Office for Hospital and Professional Billing by right sizing the internal team and establishing expectations for handling Self-Pay and Bad Debt vendors.• Led and managed organizational change initiatives for revenue cycle processes, technologies, and regulatory requirements.• Managed annual budget development and distribution for 3 cost centers, ensuring processes were implemented to sustain costs for the FY budget.• Oversaw all Professional Billing Business Service functions specifically related to Epic, from charge capture to account completion for 1300 providers.• Built and nurtured relationships with key individuals, partnering with Hospital Revenue Cycle Billing team to drive improved KPI’s and increased revenue.

• Consulted with management to expediently take process improvement ideas from inception to implementation, facilitating company adoption of Lean methodologies.• Reviewed and analyzed market trends, driving innovation, optimizing performance, and delivering exceptional client value.• Led organizational and cross department Rapid Improvement Events (RIEs) for Cardiology, Oncology, and Revenue Cycle, participating in Vertical Value Streams.• Coordinated with RCM Leadership and orchestrated yearly retreat to strategically design annual initiatives and metrics, resulting in 6-7 planned projects with varying metrics to increase efficiencies, reduction in staff and increase in revenue. • Collaborated with cross departmental teams on strategic initiatives, ensuring timely completion and sustainable outcomes.

• Oversaw hiring and management of 68 employees across 3 locations, fostering a positive work environment with commitment to team.• Developed and implemented short-term tactical actions and long-term strategic plans for revenue cycle management including orchestrating the standardization and centralization of an integrated physician billing system from 7 different practice management systems.• Onboarded 2 new business office locations to accommodate growth of 4 to 200 physicians in 8 months.• Focused on implementing Lean process improvements, completing an entire value stream and closing 11 different Rapid Improvement projects over the course of a year resulting in improved and sustained metrics. • Reduced Accounts Receivable days from 84 to 47.1, significantly improving cash flow and decreasing lag time between claim submission and payment for services.• Identified risk management and mitigation strategies, ensuring compliance with legal, regulatory, and contractual requirements.

• Enhanced revenue cycle efficiency by restructuring staff and processes in the billing office, empowering 50 employees to more effectively learn and grow. • Managed Patient Services, Patient Accounts, Insurance Billing and Follow Up, Cash Control, Credits, Claims Management, Switchboard, Medical Records Release, and Runners.• Reduced Accounts Receivable days from 73 to 34 through review and improvement of revenue cycle processes.• Developed processes and procedures to automate revenue cycle, increasing cash flow for the medical group.• Increased employee productivity by modifying and automating processes.• Created innovative solutions for payer solutions, developing efficiencies by removing waste in charge capture, billing, appeals, payment posting, and refunds.