James A. Anderson

*** ******* **. ***# *** Cell: 509-

***-****

Spring, TX, 77386 E-mail:

acpz1s@r.postjobfree.com

Acute Care & Hospital Management / Revenue Cycle / Operational Budget & Finances / Business Development

Process Improvement / Joint Commission / Press Ganey / HealthStream / Core Measures

Healthcare executive experienced in acute care operations and multi-site locations. Skilled in revenue cycle management while

balancing financial efficiencies and delivering quality patient care. Excellent communication, “people person with people

skills”, successfully organized operations to achieve Joint Commission accreditation and Core Measure awards.

Professional Experience:

Orion Healthcorp Inc. 12/2013 – 03/2015

Chief Operating Officer & Interim Compliance Officer

Manage overall revenue cycle operations in US, India and Philippines. 19 direct reports with over 200 US and 300 international

employees. Departments include: Accounts Receivable, Call Center, Claims, Coding, Collections, Compliance, IT, and Payment

Posting. Responsible for revenue and sales growth, reduce expenses and cost, review contracts and manage compliance

program. Serve as an advisor to the CEO, President, owners, investors and clients.

Client Relation Manager for largest client; collection guarantee goal met from September 2013 to current.

Managed AR for 51 clients totaling over $70 million. Average billing of over 120,000 claims per month.

From year end 2013 to 2014: Bad Debt reduced 7.26%. Collections increased 3.06%. AR Days reduced 5.31 days from

50.38 to 45.07.

2014 to 2015: revenue increased over $162k. Expenses decreased over $459k. EBIT increased over $100k.

Review financial P&L statements, client management reports, approve invoices, contracts for accuracy and compliance.

Work with new clients to develop framework, strategy, and operational design which included charge capture, coding,

billing, audits, compliance and privacy, and payments.

Direct liaison between clients, users, offshore support and vendors on resolving operational issues. Analyzed and ran

reports using different platforms ensuring the client receives accurate data.

Create and provided Orion’s protocol for Internet Security Standards to IT Security Director.

Create and implemented the Corporate Compliance program across Orion’s subsidiaries.

Lead teams in assisting external auditors with interim, financial, client security assessments and SOC-1 audits.

Manage and assist with departments to improve HR and IT processes and documentation in preparation for 2015 SOC-1

audit.

Cleveland Regional Medical Center 2009 –

2013

Chief Executive Officer (February 2013 - July 2013)

Executive management of 104 bed acute care hospital offering a full range of hospital and ER services and 5 outpatient clinics.

JCAHO accredited with over 300 FTE’s and over $47 million in revenue. Establish best practice for operational excellence,

clinical outcomes, patient and physician satisfaction, physician relationships and integration, leadership development, market

share growth and hospital redevelopment projects. Work with board of directors and physician leadership to implement strategic

planning for the hospital. Ensure compliance with regulatory agencies and accrediting agencies. Promote hospital in the

community as a health care provider, represent hospital in community events, and inform local newspaper of events.

Responsible for revenue and sales growth, expense, contract management, cost, margin-control; monthly, quarterly, and annual

financial goal management. Responsible for fiscal operation of the hospital, to include budgets, financial statements, and cost

reports.

Collaborate with medical and ancillary staff to develop strategic short and long term plans.

Ensure compliance with regulatory agencies and Joint Commission to maintain accreditation for hospital and laboratory.

Recognized for Joint Commission Core Measure standards for heart attack, heart failure, pneumonia, and surgical care.

Represent Cleveland Regional Medical Center in Cleveland and surrounding counties civic and public activities.

Negotiate contracts for employed physicians in Orthopedics, General Surgery, OB/L&D, Primary Care, Urology, Nuclear

Medicine, Emergency Care, and Anesthesiology.

Chief Operating Officer (October 2011 – July 2013)

Manage acute care hospital operations and 5 outpatient clinics with direct supervision of ancillary, non-clinical and

administrative departments. Departments include: Accounting, Admitting, Business Office, Coding, Dietary, Eligibility,

Environmental Services, Human Resources, Information Technology, Medical Records, Plant Operations, and Scheduling.

Establish best practice of operational excellence, clinical outcomes, patient and physician satisfaction, physician relationships

and integration, leadership development, market share growth and hospital redevelopment projects.

Managed transition to new EMR/EHR system. Involved Directors from various departments, especially HIM, Medical

Records, Coding, Accounting and Business Office.

Promoted to COO when hospital was losing $10.6 million; cut to a loss of $260,000 in 2012 and expect profit for 2013.

EBITDA for 2011 was a loss of $2,435,602; for 2012 it was $1,719,402, gain of over $4 million with total operating

expenses dropping from $50 million in 2011 to $45 million in 2012.

CFO responsibilities include: charge masters, financial statements, budgets, capital requests, cost reports, accounts

receivables and accounts payables. Manage net revenue of over $47 million.

Introduced cost savings analysis that saved over $950,000 during 2012 through FTE reductions, renegotiated contracts with

vendors, suppliers, ER physician group coverage and termination of leases.

Collaborated with CQO and CNO to ensure clinical quality standards are met for CMS and Joint Commission.

Collaborated with CNO on implementation and contractual partnership with Memorial Hermann involving telemedicine

and robotics to treat stroke patients in our Emergency Room.

Revised and implemented new policies governing IT, Plant Operations, Lab, Radiology, Business Office, Admitting, and

Nursing.

February 2013 – Replace flooring in Operation Suite. Coordinated with CNO, CQO, Infection Control, Plant Operations,

OR teams, Physicians, and Emergency Department. Trauma divert for two weeks.

January 2012 – Reconstruction of hospital wing to open additional private beds for patient care. Involve coordinating with

vendors/contractors and hospital employees with the moving of equipment, build out of additional storage, ordering of

medical equipment, meeting Joint Commission and fire safety standards.

Director - Business Office, Admitting, Physician Offices (10/2009-10/2011)

Direct PFS in acute care hospital; including extensive knowledge of third-party billing, industry-specific forms, coding

methodologies, general medical terminology; reimbursement and follow-up techniques; admitting and registration; cash

posting, and physician registration. Develop, implement and review contracts with insurance payers or vendors.

Reduced Net AR days from 73 to 42 with CHS and to less than 20 days under new ownership.

Decreased unbilled days from 8.4 to less than 3 days.

Increased collections from $29M in 2010 to almost $33M in 2011.

Manage 5 outpatient clinics, staff, and physicians; include office setup, marketing, physician engagement, recruitment,

billing and collections for general surgery, OB, primary care, urology and orthopedics.

Perot Systems/DELL 2006 – 2009

Director, Revenue Cycle Management

Control, monitor and resolve initial A/R inventory and additional placements. Represent as a liaison and resource to client.

Corporate reporting is accurately completed and provided timely. Identify and resolve problems, suggest improvements to

benefit the client, as well as Perot Systems and provide solutions to solve problems. Monitor staff performance; supports

appropriate staffing levels, and provide necessary staff development in third-party collection procedures. Managed AR from a

small 42-bed rural hospital in California to large 18 hospital system in Washington.

Resolved over 91,000 accounts for $354,223,509 in 8 months for 18 facilities in Washington and Alaska.

Resolved 99.98% of accounts in 18 months: 201,000 accounts for $606,349,906 for 5 Washington facilities.

A/R Manager & Office Manager, Spokane Radiology Consultants 11/2005 -

03/2006

Senior Coding Consultant & Claims Examiner, Group Health Cooperative 8/2000 -

10/2005

Membership Representative III, Premera Blue Cross 03/1998-08/2000

Patient Account Representative, Lincare Inc. 01/1997-03/1998

Military Service:

U.S. Air Force – E-4 Senior Airman, Honorable Discharge

86th Services, Ramstein AB, Germany; 92nd Services, Fairchild AFB, WA.

1989 – 1994

Performed tours in Abu Dhabi, U.A.E. and Riyadh, Saudi Arabia to support Operation Desert Storm/Shield.

Education

Texas A&M University MBA/Health Care Management

Ongoing

Corpus Christi, TX

University of Phoenix B.S./Health Care Administration 08/2005-

01/2007

Phoenix, AZ

Emergency Management Institute Certificate/FEMA-National Response Framework

10/2010

Emergency Management Institute Certificate/FEMA-Incident Command, Health Care/Hospitals

08/2010

Emergency Management Institute Certificate/FEMA-Incident Command, Healthcare Organizations

08/2010

Emergency Management Institute Certificate/FEMA-National Incident Command System (NIMS)

08/2010

Professional Affiliations

Member – Medical Group Management Association (MGMA), 2006

Member – Healthcare Financial Management Association (HFMA), 2009

Member – American College of Healthcare Executives (ACHE), 2012

Member – Ambulatory Surgery Center Association (ASCA), 2013

Community Involvement

Volunteered as Team Captain for the hospital Relay for Life team 2010, 2011, 2012 and 2013.

Chairman of the hospital Rewards and Recognition Committee 2010-2013.

Attended Cleveland Chamber of Commerce, Rotary and Lions Club meetings.

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