Oversee 10 office locations with 46+ physicians and six physician extenders. Onboard new physicians, manage 10 direct reports, build and nurture vendor relationships, direct practice inventory, and oversee site-specific budgets. Collaborate with CFO/VP of Revenue Cycle on processes, P&L, and overall operations. Report to Managing Partner of Equity Firm.Reduced expenses by $200K+ by implementing various initiatives during first year in role. Improved patient flow and efficiency by 20% by implementing process improvements.Led enterprise-wide implementation of new Practice Management system (Modernizing Medicine).Boosted accuracy and efficiency by 35% by creating new processes in registration and insurance workflows.Enhanced brand exposure and maximized online presence by collaborating with marketing firm.

Managed regional operations team charged with executing overall strategic plan for multiple departments including HR, Billing, Accounting, and Provider Centers. Established operational strategic vision, objectives, policies, and procedures to ensure cost-effectiveness. Led, coached, and developed seven GMs. Oversaw management and team development. Built regional operations team from ground up: recruited, trained, and mentored department managers, ensuring operational objectives and center goals were met or exceeded.Achieved each region's monthly center goals, meeting margin objectives in all respective stores and securing achievement of 30% EBITDA goal.Improved assigned timelines by 20% by collaborating with physicians in two offices to streamline chart closing.Increased efficiency across board by leading office Lean Six Sigma project and training team members to implement five Lean principles in each center. Enhanced awareness and achievement of objectives by setting new company-wide daily monitoring goals using vision boards for metric performance surrounding revenue, number of visits, and patient satisfaction.

Directed all aspects of Patient Access departments for five hospitals including state psych hospital with 12 direct reports (one director, five managers, and six supervisors). Managed Surgery, ER, Admitting, Guest Services, Radiology, Financial Counseling, and Bed Placement departments. Headed vendor interactions such as Charity Care and Medicaid. Managed policies, payroll, and budgeting. Reviewed daily census for staffing needs. Ensured adherence to third-party payer requirements including Medicare, EMTALA, and HIPAA. Saved $150K in expenses in first six months by auditing expenditures and eliminating unnecessary services. Lowered past-due receivables and upfront cash collections by setting and monitoring financial targets.Reduced AR by opening two cashier's offices to support patient access for payments and cash collections. Improved compliance, reduced error rate, and increased speed and efficiency of registrations by teaming with IT and finance, reviewing insurance master accuracy, and ensuring up-to-date plans were available.Worked with charity care departments to ensure access eligibility and approval process for self-pay accounts.Reduced patient bed placement timing by two to three hours in two locations, reversing long history of slow performance.Restructured authorization process for emergent admissions in off-hours (ER and physician's offices).Increased service level through weekly rounding on patient satisfaction and real-time response to issues.Improved revenue cycle process and patient compliance and satisfaction by establishing and facilitating registration meetings and centralizing functions of all areas not reporting to Patient Access. Launched employee recognition program to reward performance and decrease callouts and overtime.

Managed and directed day-to-day operations of large specialty medical practice with nine physicians and five office locations in NY and NJ, including co-located affiliation at Valley Hospital in Ridgewood, NJ. Managed 35-person staff (nursing, clinical trials, financial, and clerical) across full employment lifecycle including recruitment / hiring, training, performance evaluations, career development, and goal achievement. Partnered with senior leadership on budget planning, strategic expansion, physician recruitment, cost-saving methodologies, and patient satisfaction. Oversaw practice billing and revenue cycle status for both physicians and Valley Hospital.Evaluated and enhanced critical front-end operations and streamlined patient registration process: improved efficiency and customer service by implementing low-cost facilities improvements to physical office; attained 50% decrease in denied claims and 45% increase in revenue in first six months.Decreased outstanding AR days from 120 to 85 in six months and to 48 in two years by improving billing processes.Maximized patient visits by revamping office scheduling and cross-training staff to ensure coverage.Drove cost savings by $50K the first year through renegotiation of lease terms and conditions at two practice locations. Implemented strategic sourcing (e.g., centralized purchasing, preferred vendors) to drive volume discounts. Executed new electronic medical records systems in two electrophysiology offices and cardiac surgery center.Directed five office relocations (NY & NJ) related to practice's growth initiatives.

Managed P&L, growth, compliance, and monthly financials for 13 pediatric practices, including inpatient and outpatient services such as surgical (both specialty and general surgery), ENT, cardiology, oncology, neurology, and nephrology for hospital and private practice programs.Additional roles at Hackensack include General Manager (TCI), Registration Supervisor, and Biller.