Whitney Welter, Cpa, Mba Email and Phone Number

Recruited to provide administrative leadership and strategic direction for employed medical group and to represent interests of employed physicians within integrated delivery system with 123-bed community hospital, 120 physicians, 1,200 employees, and $170M in annual net revenue. Partnered with Physician President to identify potential institutional impact of healthcare reform and provide innovative strategies to strengthen multispecialty clinics and ensure support by engaging patients, providers, and staff. Directed wide range of functions, encompassing clinic operations, revenue cycle, insurance contract evaluations, EMR optimization and utilization, provider recruiting, provider compensation planning and contract negotiations, quality program management, and JCAHO compliance. Managed $27M annual budget. Served as active member of system Senior Management and Advanced Business Teams, as well as Medical Group Finance Committee, Quality Committee, and Operations Committee➢ Increased patient access 50%, point of service collections 250%, documentation capture, charges, and patient satisfaction scores, while reducing patient throughput time and lowering no-show rate 35% when piloting “Best Practices” clinic optimization program. New operations model is projected to improve bottom line by $1.5M after system-wide rollout.➢ Spearheaded efforts to secure Level 3 NCQA Patient Centered Medical Home certification, expected February 2014.➢ Championed improvements in quality, patient satisfaction, and clinical efficiency by redesigning and negotiating new production-based compensation agreement including incentive payments for providers.➢ Transitioned clinics to CGCAHPS patient satisfaction survey tool and implemented reporting system to provide physicians with patient satisfaction reports and blinded comparative data on monthly basis.➢ Developed and deployed restructuring/reengineering plan to address revenue cycle operations, reduce bad debt, and lower days in AR.

Accountable for revenue cycle and physician on-boarding functions, including billing, credentialing, and provider enrollment for multi-specialty academic medical practice with 225-bed affiliated teaching hospital, 13 clinical departments, 50 specialties, 200 physicians and 150 staff. ➢ Delivered 7% growth in net patient service revenue, 2% increase in net collection rate and 10% improvement in days in AR. ➢ Attained 25% staff reduction and $1.5M savings in first year of revenue cycle reorganization.➢ Integrated business intelligence software with existing practice management system enabling event-driven workflow automation and web-based tracking of key performance indicators.

Directed all financial operations encompassing strategy, long/short-term financial planning, capital and operational budgeting, capital accumulation, revenue generation, expense management, capital financing, and managed care pricing. ➢ Delivered 37% growth in net patient revenue, 196% increase in net assets, and 25% reduction in AR days.➢ Secured FICA exemption and multi-million IRS refund; negotiated retention of business development funds with physician leadership.➢ Improved debt to equity ratio by 65%.➢ Implemented advanced budgeting technologies and techniques, cutting revenue budget variances to below 0.5%.

Promoted after only three months to turn around finance function plagued by lack of qualified personnel, internal controls, and reliable reporting. ➢ Established fiscal discipline and accountability by replacing 11 clerical personnel with 6 degreed accounting professionals, and implementing internal controls, reporting systems, budgetary controls, financial analysis, and communication channels.➢ Conducted massive internal audit, trained new staff to accurately and effectively reconcile ~100 funds of 13 clinical departments.➢ Uncovered and recovered $2M in contractual underpayments. ➢ Implemented web-based physician compensation calculation engine and reporting system.

Processed bi-weekly payroll, monthly physician incentive compensation, payroll taxes, and liabilities. Served as ERP and Internal Audit consultant to CFO.➢ Reduced payroll cycle time from six to two business days.

Launched and managed all business operations including marketing, sales, financial management, and customer service. Consulted with clients to define needs, goals, and objectives. Developed and managed proposals, contracts, and projects. ➢ Established and grew this start-up business from ground up to achieve loyal, lucrative client base of 300 middle market accounts. ➢ Doubled revenue annually for first four years, met expansion needs by negotiating line of credit and equipment lease.➢ Tapped by software vendor to resolve client implementation issues, minimize lawsuits and litigation, and train new software consultants.➢ Sold share of business to partner in 2006