Manager Social Media

Rodney Craig, DBA

Greenfield, IN ***** 317-***-**** ********@*****.***

Qualifications

Dynamic Change Agent and DBA Graduate Committed to Driving Facility Profits within Competitive Healthcare Markets

Healthcare Financial Administration Patient Accounting Processes Accounts Payable / Receivable Compliance

Policy / Procedure Development Financial Close Variance Analysis Budget Preparation Internal / External Audits

Team Building Training / Development Cost-Reducing Initiatives Best Practices Process Optimization Client Relations

Highly Accomplished Healthcare Leader who makes sound decisions to reflect positively on multi-site facility operations in alignment with an employer’s vision, value, and goals to drive profit-focused initiatives. Top Performer who offers solutions-centric critical thinking for insightful, change-oriented results. Visionary Professional who rises above financial challenges to improve the bottom line and achieve winning outcomes, including quickly adapting to evolving marketplace scenarios. Excellent Communicator who develops synergistic relationships with multidisciplinary healthcare professionals, insurance companies, patients, families, and the community, and who empowers, coaches, and leads cross-functional staff by example and with ethics and integrity to optimize business operations. Member of the American Society for Reproductive Medicine.

Professional Synopsis

Self-Employed, Greenfield, IN 2013 – Present

Consultant

Capitalize on the opportunity to lead forward-thinking consulting initiatives for diverse businesses and multi-industry clients.

Laurel Fertility Care, San Francisco, CA 2011 – 2013

Executive Director

Strategically steered conceptualization, development, and management of innovative marketing and social media campaigns to increase patient inquiries and new patient visits, including designing all social media and related projects across Twitter, Facebook, and Pinterest. Collaborated among teams within monthly partner meetings to make informed decisions to move processes forward. Coordinated and managed payroll and HR functions while overseeing a staff of 15 direct reports.

Increased patient volume by 12% via key use of social media.

Reduced AR by 40%+ through a direct collections and focus project.

Increased net revenue by 12%+ via pricing analysis and review of coding.

Cost-effectively aligned and negotiated payor contracts within a current market.

Grew patient inquiries and new patient visits by 10%+ within a six-month period.

Continually coordinated and maintained hospital credentials and leasing of space.

Decreased AP by 30%+ through renegotiation of previous contracts and GPO affiliation.

Created educational seminar opportunities to specific target groups (i.e. LGBTQ, Singles, Male Infertility).

Coordinated and maintained lab share programs with several local physicians with no lab or embryologist.

Northwest Center for Reproductive Sciences, Kirkland, WA 2009 – 2011

Administrator Executive Director

Utilized broad scope of industry knowledge and dynamic business acumen toward directing fast-paced practice operations, including developing center-wide policies and procedures, building partnerships within regularly occurring meetings to communicate practice objectives with owners, and coordinating all practice events in alignment with physicians and staff. Organized web-based appointment requests and appointments. Led HR and benefits administration for the practice. Managed vendor contracts and oversaw payors’ contracts with the practice. Created handouts for referral process.

Launched new revenue-producing programs while directly reporting to four owners.

Successfully brought the company from negative retained earnings to positive in 18 months.

Increased revenue by $123 per encounter and reduced accounts receivable by 500,000+ in 12 months.

Renegotiated major equipment leases to reduce expenses of $17,500 per month (or $205,000 annually).

Developed a benefits verification system to check and communicate benefits prior to initial appointments.

Coordinated a mentorship program for fellows and a lab share program with the University of Washington.

Turned around a failing facility losing substantial amounts into a positive cash business sold to a competitor.

Kissimmee Surgery Center, Kissimmee, FL 2006 – 2009

Chief Financial Officer Business Office Manager

Maximized bottom-line performance by directing healthcare business and financial operations for this “Top 10”-ranked center based on cash, collections, and AR days. Recruited, trained, mentored, and managed a details-centric team comprised of a Scheduler; Receptionist; Collector; Coder; and Registration, Insurance Verifications, Billing, Medical Records, and AP Clerks while continually complying with business office best practices. Managed surgery center AR while handling internal controls, financial data management, corporate-mandated policies and procedures, required billing and coding, and legal and regulatory compliance. Participated in regional and division BOM meetings. Liaised among patients, families, and visitors.

Rodney Craig, DBA 317-***-**** Page Two

Kissimmee Surgery Center, Kissimmee, FL (continued) 2006 – 2009

Chief Financial Officer Business Office Manager

Reduced the patient aging outstanding average monthly balance from $36,000 to $24,000.

Decreased outstanding AR days from 41 to 32 – HCA’s expectation was a maximum of 39 days.

Reduced expenses $3,500 per month (or $42,000 annually) by renegotiating major equipment leases.

Decreased materials management accrual balance from $87,000 per month to $23,000 average balance.

Saved $500 per month ($6,000 annually) by setting up AP to pay for prompt pay or timely pay discounts.

Increased front desk collections from 65% to 87% by creating new policies and leading employee training.

Reduced the managed care / payor outstanding bad debt average monthly balance from $23,000 to $6,000.

IVF Florida Reproductive Associates, Fort Lauderdale, FL 2005 – 2006

Director of Finance

Led decision-making for three satellite offices, including managing financial monthly close and practice profit / loss financial close cycles and handling variance analysis while enforcing accounting standards and procedures. Prepared audit reports and analyzed trends. Collaborated with teams to prepare budgets, schedule expenditures, and initiate corrective actions. Collected revenue, updated ICD-9 and CPT coding, and processed credit requests / claims. Executed third-party negotiations.

Successfully credentialed all five physicians with each payor.

Developed comprehensive practice financial policies and procedures.

Expertly prepared analysis for opening a new satellite office in Naples, FL.

Prepared audit reports by collecting, analyzing, and summarizing information and trends.

Established and ensured compliance with internal quality control systems for account review.

Participated in educational workshops, reviewed industry publications, and established personal networks.

Negotiated lucrative Managed Care contracts (i.e. BCBS, Vista, UHC) to best maximize the patient population.

HealthSouth Rehabilitation Hospital, Fort Lauderdale, FL Panama City, FL 2002 – 2005

Business Office Manager

Implemented available online services for Admissions, Billing, and Collections to influence accuracy and flow of information. Coordinated ChargeMaster at the facility level, and supported regulations through corporate. Managed five satellite offices.

Managed ChargeMaster and led focus group for actively redefining ChargeMaster initiatives.

Enhanced data flow from intake to closing of billing file via newly designed policies and procedures.

Reduced AR days from 72 to 38 across a one-year period with ADR at $216,000 and <2 AR days over 180 days.

Served as member of a corporate focus group tasked with redefining In-Patient Division policies and procedures.

Vencor Hospitals (n/k/a Kindred Healthcare), Greenwood, IN Fort Lauderdale, FL 1999 – 2002

Divisional Business Office Manager

Expertly managed division-specific business office operations, including overseeing high-value managed care contracts while supporting the lucrative negotiation and rapid resolution of disputes. Established Admissions-specific policies and procedures for prompt payment, policies and procedures for online services, and electronic billing with SSI and accelerated AR product.

Served in a concurrent corporate role with the ChargeMaster Committee.

Reduced and maintained AR days from 66 to 32 with zero AR over 180 days.

VirtualNet, Carmel, IN 1999 – 2002

Director of Patient Accounts

Played a vital role in directing high-volume patient accounts management, including overseeing all payroll, cash posting, billing, inventory control, and accounts payable initiatives while training, mentoring, and managing collections contract personnel. Handled all facets of contact compliance, and collected and maintained accounts under 180 days.

Proficiently accelerated AR collections from 81 to 46 across a one-year period.

Drafted policies (i.e. intake, billing, insurance verification) for an HME company.

Education & Professional Development

Doctor of Business Administration Crown University

Master of Business Administration Buxton University

Bachelor of Science in Engineering Purdue University

Associate’s Degree in Applied Science & Supervision Purdue University

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