Jeffrey M. Stone

Healthcare Revenue Cycle Professional

**** ****** ****** #*, ********, CA 91107

Cell: 609-***-**** email: k3iq5l@r.postjobfree.com

Linkedin: http://www.linkedin.com/pub/jeffrey-stone/16/ab8/1a0

A dynamic healthcare professional with experience and a proven track record in revenue cycle, billing, managed care negotiation, denial management, cost savings, revenue enhancement, information systems and operations.

PROFESSIONAL EXPERIENCE:

Independent Consultant 10/2009 – Present

Revenue cycle, billing, managed care negotiation, cost savings, revenue enhancement, information systems, process reengineering and operations.

Pediatric Management Group, Los Angeles, CA 02/2009 – 09/2009

Pediatric Management Group is the billing entity for Children’s Hospital Los Angeles Medical Group. CHLAMG is one of the largest multi-specialty groups in the country with over 350 physicians.

Director of Patient Billing and Collections

Hired as the Leader accountable for overall day-to-day revenue cycle operations. 33 specialties including Pediatric Surgery, Plastic Surgery, Cardiology, ICU, Critical Care, Anesthesiology, Oncology and ASC.

Radiology Associates of Children’s Hospital, Philadelphia, PA 02/2006 – 01/2009

Children’s Hospital of Philadelphia is ranked as the number one pediatric healthcare system in the United States for the sixth consecutive year.

Director of Billing

Hired by RACH as the leader tasked with the EPIC implementation and bringing the revenue cycle operations “in-house.” Revenue cycle operations historically outsourced. As the project leader, I developed the budget and project plan and managed both to completion. After acquisition of space, I worked with the architect to design the space for maximum productivity including hardware and telecommunications. Hired all personnel and arranged for training. The revenue cycle department went on line “on time and on budget”.

EPIC certified.

I was the “process owner” and subject matter expert for the EPIC design, build and installation. I worked with EPIC programmers to design new functionality for the work queues and was elected co-chair of the Continuous Process Improvement team. With the success of the billing office and the EPIC implementation, we realized increases in both revenue and the gross collection rate year one.

Larchmont Imaging Associates, Hainesport, NJ 03/2004 – 01/2006

Radiology Practice with multiple imaging centers and modalities including MR, CT, PET/CT and Radiation Oncology.

Director of Billing Systems/Reimbursement

This position reported directly to the CFO and responsibilities included contract management and negotiations, billing system, upgrade planning and customization, auditing billing department, physician enrollments, and reimbursement analysis.

Accomplishments included new third party contracts with increased reimbursement rates, new pre-authorization protocols that reduced denials by more that 90% and the design of custom utilities to increase functionality and productivity.

Director of Billing Operations

Larchmont Imaging’s billing operations were historically outsourced to Per-Se Technologies. Responsible for bringing billing operations in-house, day-to-day operations of revenue cycle that included five imaging centers, two hospitals and a group of radiation oncologists, hiring and training of staff.

Met with physician leadership weekly identifying trends impacting clinical revenue. Also, we discussed opportunities that would enhance clinical revenue.

Accomplishments included 10% increase in revenue, increase in the gross collection rate, reduced charge lag days to 6, reduced AR days for the imaging centers to 25 and the hospital practice to 43.

Per-Se Technologies, Hainesport, NJ 03/1999 – 02/2004

Leading provider of outsource solutions for physician practice and financial management and revenue cycle enhancement.

Operations Manager

Responsible for day-to-day billing cycle operations for multiple physician groups including Larchmont Imaging.

Accomplishments included negotiating ancillary contracts with higher reimbursement rates, reducing AR days, successful system migration with no loss of revenue, increased revenue 22%.

Independent Healthcare Consultant PA/NJ 1998 - 1999

Practice management and business office professional

Team Leader – Tenet Healthcare Project for Deloitte & Touche

Charged with leading the managed care recovery team for the outstanding AR of the Allegheny Health System in Philadelphia.

Managed care team led all teams with the recovery of seven million dollars in sixty days.

The Rothman Institute, Philadelphia, PA 1997 - 1998

A premier nationally recognized practice of orthopedic surgeons

Business Office Manager

Recruited by the practice administrator to reorganize the billing department, including enrollments, and interface with the physician leadership

Successfully implemented new processes, which included electronic claim submission and verification. Increased revenue 17% while reducing AR greater than 120 days from 50% to 25%.

Worked directly with the physicians to identify opportunities to increase clinical revenue

Health Images, Inc. PA/NJ 1988 - 1997

Independent Imaging Centers

Regional Accounts Receivable Manager

Hired to reorganize accounts receivable process for seven freestanding imaging facilities in 3 states.

Accomplishments included initiating electronic claim submissions, increasing revenue and reducing AR days.

Additional Employment Experience:

Collection Supervisor

Maintained accounts receivable for corporate stores.

Collection Manager

Managed day-to-day operations.

EDUCATION:

MCC Coding Certification, Per-Se Technologies, 1999

Monmouth College, New Jersey

HEALTHCARE SYSTEMS:

Revenue Cycle - Patient Billing, 3rd Party Billing, Patient Access, Electronic Claims Processing, Medical Records, and Accounts Receivable systems: EPIC (certified), IDX, IDXRAD, Medical Manager, STAR, HBOC, and SMS, Microsoft Project, Visio, MPV, Passport, RIS, Payroll/Human Resources.

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