Manager Customer Service

Attached is my r sum to be considered for any potential opportunities

available through your resources.

During the past seven years, my career has faced many challenges consistent

with a changing healthcare environment involving mergers and buy-outs, as

well as economic issues.

Regarding the period 2003 to present, I offer the following brief

explanations:

My tenure with APL/AML/Quest Diagnostics ended in 2003, approximately one

year after the acquisition by Quest.

With few exceptions, the upper-management team was ultimately replaced...

not uncommon with new owners.

2003 ~ My decision to join Xifin was driven by the opportunity to work

from home, thereby allowing me to remain in the Las Vegas Valley as my

children were nearing graduation. Xifin was a fairly new entity in

laboratory electronic billing,

and my position was sales driven in the capacity of support staff to

sales. The position, along with ten other employee positions, was

eliminated due to a lack of sales, a situation out of my direct control.

2004 ~ After years of working in laboratory billing, the position with

Keane now afforded me the opportunity to get back into hospital billing.

This, too, was a sales driven position which resulted in elimination due

to sluggish sales.

2007 ~ HealthSouth sold their Diagnostic Division to The Gores Group, a

financial buyer. This started a chain reaction resulting in the departure

of Diagnostic's CEO, CFO, VP of Operations, CIO, two regional VP's and the

VP of Marketing. In addition, my position was eliminated as of July 31,

2007, along with two manager positions in the billing operation.

March, 2008 ~ I took on a temporary assignment as Director of Billing with

Optimal Billing Solutions, A Sterling Healthcare Company located in

Jacksonville, Florida. This ended August 2008. Sterling Healthcare

provided clinical contract management services, specifically hospital

emergency department personnel. Optimal Billing handled the billing and

reimbursements for 26 facilities in 14 states.

November, 2008 ~ A consulting assignment with VACO Resources placed me in

Richmond, VA. I worked with a large international pathology laboratory

and my mission was to assist in solving patient and client billing issues

in order to improve cash collections

June, 2009 ~ An offer of permanent employment came about in Memphis as

Director of Revenue Management. My main objective was to review and

enhance billing policies and procedures in order to improve cash

collections. In ten short months, significant changes were made to the

billing operation. Cash collections were improved; however, bottom-line

profits remained stagnant due to issues outside of the billing operation.

Corporate mandated a reduction to expenses

and my position was eliminated April 6, 2010. A new VP of Finance was

recently hired and will assume over-sight of my responsibilities.

All things considered, my experience in revenue cycle management is wide

and varied. Hospital facilities range from small to large, including a

teaching hospital as well as the central business office in a multi-

hospital setting. Other entities include: independent laboratory billing,

pathology and radiology billing, diagnostic billing for 20 states, as well

as management of a lab-associated collection agency. My experience with

computerized billing systems is wide and varied as well. Systems I have

worked with include: SMS-Siemens, GE Centricity, (both Groupcast and

Flowcast), IDX, Xifin, Keane-Patcom, Burroughs, Antrim, and Dalcon.

After years of being involved in healthcare business offices, I know I am

current and in touch with today's challenges. Knowledge, experience,

diversity, and a positive attitude are my strong points, and problem-

solving is my forte.

I believe the key to effective and successful management lies in

leadership. My previous positions have ranged from manager, to consultant,

to administrator, to director. I have also facilitated physician

reimbursement seminars and coordinated various training sessions. Through

past experiences, I have the ability and desire to provide the necessary

leadership, and I would welcome the opportunity to further discuss how I

can be of benefit to your organization.

Sincerely,

Rick Reber

OBJECTIVE

Executive position in Revenue Cycle Management, Healthcare.

EXPERIENCE

Director, Revenue Management, American Esoteric Laboratories, Memphis, TN.

June 2009 - April 2010.

Position reported to VP of Finance. Responsible for departmental budget,

policy and procedure development and overall operations of the billing

department which included hiring, supervising and evaluating staff. The

department included an assistant director, 2 managers, 6 leads and 80+

FTE's and handled approximately 200,000 new accounts per month. Specific

duties involved management of missing information edits, cash posting,

client account billing, and third party claims and denial processing.

Also responsible for financial system master file maintenance and financial

analysis using an integrated database reporting tool. During my 10 month

tenure:

. Reduced the A/R balance by 9% and reduced the total number of accounts

in A/R by 13% while improving cash collections by 11%.

. Improved cash posting time from over 30 days to 2 days.

. Reduced unbilled claims from over 40,000 accounts to under 10,000.

. Managed a smooth transition during a change in Medicare payers.

. Worked through a catastrophic system failure where we were not able to

file claims for over 3 weeks and lost all data in our database

reporting tool.

. Implemented process improvements that allowed for the reduction of

staff and overtime.

. Improved the view and standing of the billing department within the

company as well as the client base.

Consultant, Revenue Cycle Management, VACO Resources, Richmond, VA.

November 2008 - March 2009.

Consulted on a billing project with a large international pathology

laboratory located in Richmond, VA.

In an effort to improve cash collections, the laboratory considered

bringing patient and client billing back in-house after several years of

out-sourcing. I was initially asked to review potential billing systems.

The project took a new direction as management expressed interest in

developing and writing a billing system unique to their operation. Duties

later involved assistance in system configuration, project plans, insurance

files, establishment of a report library, etc.

Director of Billing, Optimal Billing Solutions, A Division of Sterling

Healthcare, Jacksonville, FL. March 2008 - August 2008.

Position reported to the President of Optimal Billing. Management

responsibilities included coding, data entry, chart reconciliation, EMR

scanning, self-pay A/R, enrollment, denial/rejection management, and

facility communications. The business office had 86 FTE's. During my

tenure:

. Implemented Emdeon, a clearinghouse for claims. Enrollments included

14 states and 26 facilities.

. Coordinated coding and data entry efforts with Omega to increase

production and reduce expenses.

. Developed policies and procedures to support operations and

established an internal and external audit program.

. Reduced expenses in the billing area by implementing streamlined and

improved processes. Reduced time to bill by 1.5 days and reduced

missing and incomplete charts by 25%.

. Worked with IT to develop improved management reports and increase

communications with facilities.

Director, HealthSouth Diagnostic Business Office, Pelham, AL. June 2006 -

July 2007

Position reported to Vice President of Operations. Management

responsibilities included billing, account follow-up, cash posting, cash

reconciliation, correspondence, customer service, denial/rejection

management, and facility communications. The business office had 126 FTE's

and a budget of over $4 million. During my tenure:

. Implemented IDX computer system in the Diagnostic Business Office

(DBO) to handle billing in 60+ facilities.

. Coordinated consulting effort with Deloitte & Touche to collect Legacy

System (non IDX) A/R.

. Developed of policies and procedures to support operations as well as

internal and external audits (SOX).

. Reduced expenses at the DBO by several million dollars with the

elimination of dependence on consultants for operational support.

. Bad debt reduction from 17% to 7%, and Days Sales Outstanding (DSO)

moved from the 90's to 54 days.

. Consistent interaction with facility administrators and area vice

presidents to improve the revenue cycle.

Administrator, HealthSouth Diagnostics Center, Las Vegas, NV. August 2005

- June 2006.

Responsibilities included administration of MRI, CAT scan, ultra sound, and

x-ray procedures, as well as overseeing duties of the radiologist. The

Diagnostics Center, a $3 million net revenue center, was growing in its'

niche in the Las Vegas market. The site had 10 employees. Duties included

human resources, payroll, scheduling, front-office, technical hours and

schedules, accounts payable, purchasing, marketing, and accounts

receivable. Due to the size of HealthSouth, there were many reports and

conference calls. Accomplishments:

. Implemented policies and procedures to comply with new audit rules.

. Implemented Smart System Accounts Payable.

. Initiated due diligence on a joint-venture with a large medical group.

. Hired a new marketing representative and developed a plan to capture

business within a 5-mile radius of the facility.

. Developed tighter front-end verification and cash collection

procedures and trained staff to perform monthly audits to see, first-

hand, the success of the changes.

Revenue Cycle Consultant, Keane, Inc. Healthcare Solutions, Jacksonville,

FL. July 2004 - June 2005.

Responsibilities involved sales support, product demonstration, and new

product feature development for new and existing clients such as Baylor

University, Johns Hopkins, and Massachusetts General. Duties included the

review of current procedures and demonstration of the Keane Patcom Patient

Accounting System, with emphasis on improving the client's revenue cycle.

Working from my home office and traveling to client sites, I accomplished

the following:

. Changed and updated client's ADT screens to customize input and reduce

training time.

. Trained client's staff on several system modules... contract management,

hospital-based physicians, etc.

. Reviewed client's accounts receivable management system and third party

collections and assisted in

implementing changes.

. Assisted product manager with acceptance testing in new "browser-based"

system enhancements.

. Demonstrated the new look "browser-based" system to new and existing

clients.

. Established a 30 physician practice in the scheduling module.

Regional Accounts Manager, Xifin Corporation, San Diego, CA. May 2003 -

April 2004.

Responsibilities included implementation of an internet-based laboratory

billing and accounts receivable management system, sales and marketing

support, and client accounts receivable consultation and review.

Working from my home office and traveling to client sites, I accomplished

the following:

. Performed four pre-sales assessments.

. Spent several weeks on-site supporting two separate system

implementations.

. Served as a liaison between clients and the company's operational and

IT staff.

. Coordinated efforts to implement new billing regulations (4010) for

UB92, HCFA 1500, and other claim forms.

. Led a group to design and enhance the systems ability to report front-

end clearinghouse messages. Using Business Objects, created a tool to

manage the responses from the claims clearinghouses.

. Established numerous reports to assist clients in increasing cash flow

and reducing bad debts.

Billing Manager, Quest Diagnostics, Las Vegas, NV 1996-2003.

Formerly Associated

Pathologists Laboratory (APL)

Sold to American Medical Labs

(AML) 1999

Sold to Quest Diagnostics 2002

Position reported to the Business Unit Controller. Responsibilities

included billing data entry, missing information edits, cash posting,

client billing, correspondence, and billing customer service. The area was

split between clinical laboratory and pathologist entities. The department

had 115 FTE's and processed approximately 14,500 accessions per day.

. Made improvements to the telephone customer service unit resulting in

over 80% of the calls being answered in 20 seconds or less with

abandoned calls consistently less than 4.5%

. Days Sales Outstanding (DSO) were in the mid 50's range.

. During the late 1990's, was responsible for the identification,

purchase, and implementation of a Y2K compliant billing system.

. Successfully defended three major payer audits.

. Handled 133% volume growth with only 80% increase in staffing.

. Established unique billing and payment arrangements with self-funded

companies. This process had the operation simplicity of capitation

with a more equitable sharing of risk, but did not have the regulatory

entanglements.

. Implemented operational changes that increased efficiencies, including

the addition of bar codes to patient statements to improve the payment

entry process; and, installed electronic billing for over 80% of the

claims.

. Out-sourced the printing and mailing of patient statements to reduce

the cost of billing postage.

. Realigned the billing practices of the anatomic pathology business and

installed a pre-billing audit function which resulted in increased

revenues of about 15%.

Business Operations Manager, Medical Arts Laboratory, Oklahoma City, OK.

1991-1996.

Management responsibilities included the billing office, materials

management, collection agency, and reimbursement analysis.

. Expanded the collection agency and marketed its services to over 120

hospitals and physicians during a four year period.

. Reduced days in accounts receivable by 7.5% and patient complaints by

over 50% during a four year period.

. Installed a production/exception type workflow in the billing

department. This allowed Medical Arts to adjust to the added

informational requirements for diagnosis and managed care contracts.

This system also pin-pointed computer deficiencies and solutions.

. In 1994, was named head of the five member ad hoc group charged with

reviewing the current workflow; from specimen collection to cash

collection. The project lasted one year and had a positive impact on

most operational units.

. During the last three years, was responsible for the accounts

receivable of four laboratory and pathologist acquisitions located in

Missouri and Arkansas. This included conversion of existing accounts

receivable, establishing new fee schedules, billing of Medicare

providers in both states, and production of reports to meet

contractual provisions.

Corporate Director of Patient Financial Services, Samaritan Health

Services, Phoenix, AZ. 1990-1991.

Responsible for a central business office that handled the billing and

collection for 200,000 accounts and over $200 million. The office

collected for four major hospitals, an air ambulance service, children's

hospital, and numerous rural clinics.

. Implemented programs that decreased days in accounts receivable from

106 to 87 and increased cash collections from $386 million to $465

million.

. Managed a project that included the identification, negotiation,

design, and actual move of the central business office to a new 27,000

square foot facility.

. Conducted consulting-type receivable reviews on several Samaritan

entities including a multi-specialty clinic, home health agency, and a

clinical laboratory.

Other previous positions:

Manager of Field Services, Hospital Billing and Collection Services, New

Castle, DE.

Director of Business Services, Nu Med Psychiatric, Wayne, PA.

Business Office Manager, Pocono Hospital, East Stroudsburg, PA.

Assistant Manager, Patient Accounts, Geisinger Medical Center, Danville,

PA.

Business Office Manager, Ephrata Community Hospital, Ephrata, PA.

Unit Supervisor, Accounting Services Division, CNA Insurance, Reading, PA.

PROFESSIONAL ACTIVITIES

. Lobbied Congressional delegation in Washington, DC regarding co-pay

legislation.

. Oral presentations to physicians, administrators, nursing managers,

and admissions/ER staff regarding

accounts receivable management.

. Presenter on various topics at seminars for TIPII laboratory group.

. Conducted meetings with senior citizen groups regarding Medicare

billing issues.

EDUCATION

B.S., Business Administration, Kutztown State College, Kutztown,

Pennsylvania.

Additional information and references will be provided upon request.

Contact this candidate