Myron Morris

713-***-****

acqv6d@r.postjobfree.com

Qualification Summary

Regularly adding to my skill sets, I use critical thinking to seek greater operational efficiencies and profitability Solve complex problems, such as organizational change, communications, information flow, integrated production methods, inventory control, or cost analysis. Understand operational and system needs and requirements Consider the relative costs and benefits to choose the most appropriate actions Actively listen, taking time to understand the points being made Assess the performance of both myself and the organization to make improvements or take corrective action. ICD9, CPT, HCPCS, and MS-DRG coding experience Technologically savvy, have gained intermediate-to-advanced proficiency in several revenue-cycle, budgeting, decision-support, and planning software.

Education

Lean Six Sigma and Project Management certified – Houston Methodist, Houston, Texas

Master of Health Services Administration – Florida International University, North Miami, Florida

Worked days as a Quality Improvement Assistant at North Miami and South Miami General Hospitals.

Coded medical records, admitted patients, conducted InterQual SI/IS utilization reviews.

Bachelor of Arts (German Language Teacher Education) – University of Florida, Gainesville, Florida

Finance Manager May 2014-present

FP&A Services (a measurable productivity and efficiencies consulting firm) –Houston, Texas

Provide a full range of revenue cycle, FP&A, CRM, and consulting services to healthcare and nonprofit entities.

Project: Recruited to review operational performance. With one day's orientation, I took over all basic Funds Management, improved Customer Relations Management (CRM) and then implemented the financial portion of an integrated web site, calendar & accounts receivables software, ShulCloud.

• Accounts payable aging decreased by 10 days. • Increased member collections 100%

• Collected receivables 60 days faster • Decreased accounting duties 20 hours per month

Technical Leader-Financial Services Jan-Apr 2014

Harris Health System (a fully integrated academic healthcare system which cares for all Harris County residents) –Houston Texas

Facing an $18M deficit, recruited as Project Manager to implement Action-OI operational benchmarking.

Started Operational Data Base (ODB) Implementation. Project planning, Data collection and submittal, Training, and Communications. Achieved all Phase I project milestones and deliverables.

Project: Revised KPIs using UHC Best-Practice UOMs. Confirmed best-practice Key Volume Indicators and provided data from cost report and floor plans: Plant, Environmental Services, and Safety.

Houston Methodist Hospital (academic medical & research center U.S. News & World Report named No. 1 in Texas May 2005–Jan 2014

Hired to create the operating budget, promoted to Finance Manger, ended tenure reporting key metrics to Executive Team.

Financial Projects Analyst Mar 2011 – Jan 2014

Finance having been re-engineered, assisted Executive Team monitor overall strategic direction.

Guided VP project managers and administrative fellow to create monthly reported key business metrics. Using EPSi Product Line Analysis, supported service line meetings and Investigational Device Exemption (IDE). Finalized the $ 3.5B flex operating and $ 60M capital budgets. Forecast KPI monthly spread to create hospital Scorecard and operating Budget account detail. And continued physician contract (PSA) analyses using 4 salary surveys.

Project: Confirmed Medicare IPPS Outlier Payments using Excel modeling for Corporate Finance.

Project: Supported CMS-funded grants ($14.3M and $11.7M) for the Research Institute.

Finance Manager (Budget & Financial Analytics) Apr 2006 – Feb 2011

Promoted to Finance Manager to supervise 3 Analysts and manage benchmarking activities.

Coordinated annual $ 4B operating and $ 60M capital budget creation from formulations to finalization.

• With the Finance Director position vacant, lead all efforts to create the FY 2009 TARGET/Budgets. Engaged in ongoing cost reduction analyses in all areas of hospital. Prepared and evaluated a variety of financial and statistical reports to resolve questionable activities. • Captured a Pyxis Tracker error, leading to $ 4.2M charge transactions recovery. Managed all benchmarking efforts including Action-OI. Coordinated departments transition to activity- or charge-based business models which reduced department variance standard to 3% from 5%. • ENDOVASCULAR RADIOLOGY’s CDM-driven model reduced variances to -1% (13% reduction).

Project: Represented Finance on Enterprise Resource Planning (ERP) taskforces: PeopleSoft & Kronos.

• Mapped all cost center activities to appropriate ERP department.

Budget Administrator May 2005 – Apr 2006

Recruited to formulate and finalize the hospital $ 3.5B flex operating and $ 60M capital budgets.

Modeled Target schedules for the 320 department based on history and Action-OI. Established rapport and helped negotiate final budgets with vice presidents and their directors. Trained management on using Allscripts EPSi operational budget and capital request modules. Engaged in ongoing cost reduction analyses in all areas of hospital. Lead monthly departmental Bottom 25 [5% departmental variance] meetings. Reviewed Revenue Integrity rate changes to individual Charge Description Masters for follow up.

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