Client Engagement Deliverables & Results:

West Chester Medical Center (1,000-bed regional trauma facility (2005-2008)

Designed and implemented clinical and operational policies and procedures in compliance with third-party payer rules and regulations.
Integrated enhancements with Patient Access, Health Information Management, Utilization Management, Information Systems, & Patient Accounting.
Resulted in annual revenue increase of 30% while reducing expenses and other write-offs by 50%.

St. John Health System, Detroit, Michigan (A seven-hospital healthcare system generating $8.9 billion in average daily gross revenue.) (2004-2005)

Analyzed all revenue cycle functions and operational results.
Designed corrective action plans and directed a task force that reduced gross account receivables from 160.2 days to 47.7 days.
Increased cash collections by $45 million, significantly improving the aging of accounts receivable through collections rather than write-offs and administrative adjustments.

Henry Ford Wyandotte Hospital (350-bed community hospital), Wyandotte, Michigan (2002-2003)

Trained staff on a systematic approach to collecting (not just following up on) accounts receivable.
Enhanced information systems functionality and follow-up tools.
Within one year, reduced days in accounts receivable by 32% and increased cash collections by over $25 million from the prior fiscal year.
Designed and created management reports to monitor revenue cycle issues and performance results on a monthly basis.
Implemented a “Denial Avoidance” task force that reduced rejections and denials by 38%.

St. Joseph Oakland (470-bed community hospital with an annual revenue of $310 million), Pontiac, MI(2002-2004)

Analyzed and resolved accounting variances related to unapplied cash balances in the general ledger.
Eliminated management comments written by their external audit firm.
Designed and implemented internal balancing control in compliance with accounting and third-party payer rules and regulations.

Forum Healthcare System (3-hospital healthcare organization), Youngstown, Ohio (2002-2003)

Chaired informational and patient accounting steering committees that designed profiles related to capital systems upgrades.
Served as a subject matter expert for five revenue cycle initiatives, resulting in reduced annual denials by $3 million and increased cash collections.

Responsible for all revenue cycle service line engagement, client relations, market share & growth.

Areas of Expertise:
Patient access, denial avoidance, patient accounting, health information management, information systems implementation, reimbursement, and revenue cycle strategies.

Accomplishments:
Directed a patient financial services reengineering cash acceleration engagement at Ohio State University Health System.
Lowered annual operating costs by $1.3 million.
Increased cash collections of accounts receivable by $42 million.
Improved patient, physician, and employee satisfaction related to all revenue cycle initiatives.
Redesigned and standardized all revenue cycle processes across Provena Health System in Chicago, Illinois.
Developed and implemented a denial management program that improved net revenues by $11 million.
Designed and implemented the Southeastern Michigan Accounts Receivable Report used to monitor and disclose accounts receivable activities and performance of healthcare systems, totaling $12.4 billion in annual gross revenue.

Reported to the Senior Vice President of Patient Accounting and Reimbursement.
Responsible for balance sheet review and audit, monitoring financial performance, and ensuring appropriate use of contractual reserves.
Resolved reimbursement issues and increased net revenue in accordance with third-party contractual guidelines.
Directed reconciliation activities for third-party payer accounts to ensure accuracy in the general ledger system.

Accomplishments:
Chaired the revenue committee that developed a system for payment/contractual adjustments and allowance policies and procedures.
Enabled The Detroit Medical Center to reconcile contractual model calculations with actual paid reimbursements at the detailed account level, ensuring 100% accuracy.
Served as an internal consultant and subject matter expert to optimize revenue related to reimbursement regulations and business operations.
Designed and implemented The Detroit Medical Center patient billing statement, reducing annual expenses by $1.5 million.
Negotiated and directed system-wide collection agency policies, resulting in a 35% reduction in bad debt and improved net recoveries.
Developed a systematic report to monitor collection activities, improving financial operations and reducing gross accounts receivable by 45%.

Reported to the Chief Financial Officer.
Responsible for inpatient and outpatient admitting, emergency room registrations, patient accounting, credit and collections, cashiering, switchboard, and mailroom operations.

Accomplishments:
Developed and implemented all policies and procedures for Huron Valley Hospital.
Hired and trained 32 business office personnel.
Designed the patient accounting computer system files for a company in Nashville, Hospital Corporation of America.
Served on the Blue Cross Medicare Advisory Committee, designing the advanced claims processing system and the ANSI-835 Remittance Advice.
First hospital in Michigan to implement the daily electronic payment program.
Redesigned business operations to improve financial performance and efficiencies.

Reported to the Vice President of Finance.
Managed over 90 employees across seven business departments.
Responsible for all revenue cycle financial results.

Accomplishments:
Directed the consolidation and streamlining of business office functions.
Reduced departmental expenses by more than 20% and increased cash collections by 15%.
Implemented “UB-2” mandated by HCFA.

HFMA (Healthcare Financial Management Association)

MPAA (Michigan Patient Accounting Association)