Medical Home Health

Kirt L. Peterson

***** ******** **. ****** ** ***33

Cell 469-***-**** *********@*****.***

OBJECTIVE: To find a position where I can implement innovative ideas, create a lasting culture and use my leadership skills to solve issues, and help an organization achieve their goals.

Summary of Achievements

Executive oversight of annual operational budgets of $10 million - $40 million

Managed annual net revenues of $8 million-$24 million

Senior executive and mentor for organizations with 20-500 FTEs per site; ranging from specialty practices to multispecialty groups; group sizes from 4-250 providers

Increased patient satisfaction by 3-7% through quality initiatives and process improvements

Cost savings through reengineering and redesign of services yielded annual savings of $180,000, $500,000 and $800,000 at the last three practices

Rolled out EMRs/EPMs (billing/scheduling systems) at seven practices; Epic best practice

Operational improvements and throughput; increased office visits by 37,000 and increased prescriptions by 20,000; throughput increased at all locations through process improvements and team approach

Annual office visit ranges 30,000 - 150,000 annually; surgical practices annual surgeries over 4,100; with monthly receipts up to $43M

Change agent by driving operational efficiencies with the development of management tools, thus able to increases net revenues more than $1.1million in excess budget dollars

Professional Experience

Consulting; Private practice and medical billing company; Longview TX Current

18 providers, 125 employees, performing consulting services to achieve operational and financial improvement. Assisting in the turnaround of practice and billing company.

Practice nearly bankrupt., constructing a strategic plan for a turn around. designed new organizational structure, purchased upgrade and planed implementation to phone system, reeducated phone staff on patient satisfaction, cut expense by over $400,000, created a monthly benchmark tracker and rolled out template scheduling and lastly, set up account system of direct and indirect with profit and costs centers at each location.

CBO Director; McKesson/Change Healthcare; Plano TX 75024 2016 - 2018

CBO accounted for $43M per month per month in cash posting and a revenue organization of over 1.8M; over 170 employees with two direct managers and 5 supervisors; full accountability of all budget and personnel outcomes, as well 100% accountability of all oversight of compliance

Current end of year projections for annual budget puts the CBO at $1.6M ahead of budget and running at a 42.4% profit margin; expenses are running 9% better than budget.

Rolled out EPIC and named one of EPICs best practices in roll out cash flow; cash did not dip during roll out

Processes restructured directly reduce turnaround times (TAT); TAT was nearly 60 days after process improvements we are running at 4-6 days, client louds performance and received 10/10 highest client review

Established mid-level supervisor training to increase accountability and leadership within the organization … three organizational promotions within one year; created WOW program for staff; increased staff satisfaction

Developed automated metrics for monthly and weekly updates; used to help with accountability and TAT, personnel development and budgetary responsibility.

Exceeded income, TATs and all measurements of organizational success with fewer staff; lowered FTEs by 30 through offshore and local process improvements;

oOffshore implemented offshore for minor routine escalations and cash posting; zero deficiencies

Call center reprocessed to answer more calls without any increase of the original staff of 16 people redesigned the call center; went from answering 14,500 calls to over 22,000 per month realizing a 65% increase in call volumes; answering all calls within 1.48 minutes; decrease abandonment of calls by 16%.

CEO; Alpine Orthopaedic Specialist; Logan UT 843**-****-**** (outsourced mgt and billing)

Recruited two new fellow trained Orthopaedic Surgeons; both under the 25% MGMA guaranteed income

Developed and implemented a five-year business plan for ancillary and incremental market share growth

Developed a marketing plan to increase community awareness, presence and WOW presentation plan

Centralized phones and rolled out new seminar for receptionists which directly increased access and Patient satisfaction by 4%

Developed a staff recognition program with monthly awards increasing staff satisfaction by 12%

Employed radiology upgrade from an outdated analog x-ray system, developed plan for increased footprint

Consultant/Owner; Medical Management Hub; Yakima WA 2013-2016

Developed a strategic plan for the role of physician employment for large hospital-based system

Reorganized Reno market; to create better management controls and increase physician presence in decision making; Created plans for centralized scheduling and marketing for increased market presence

Created business development plan for new physician owned multispecialty group with plans for an ambulatory surgery center and multiple radiology services; staffing ratios and key practice indices

VP of Clinic Operations; FHP/TakeCare Insurance (MSO); Tamuning, Guam 2011 - 2013

Executive leadership for 240 FTEs; 23 medical providers, 6 dentists, 3 optometrist, 8 pharmacist; services lines included; urgent care (UC), pediatrics, primary care adult medicine, dental services ( both general and endodontic care), vision center, OB service line (discontinued), home health and hospice and radiological services ( to include bone density, general x-rays, CT Scan, Echocardiograms, ultrasounds and a 3T MRI); administrative oversight of; strategic planning, marketing, operational budget of $18 million; annual medical visits of 71,000 (including radiology services), prescriptions 140,000, vision visits 4,780, over 1,000 home health (HH )visits, and 15,280 dental visits all translating into annual net revenues of $24 million Additional; executive oversight for health insurance customer services and medical management;

Increased net revenues by $1.15 million over previous year; representing a 9.65% year over year increase; direct result from implementation of centralized appointments; Benchmarks created for operational control

Despite discontinuance of 3,000 patient visits through OB service line; annual medical visits increased by a net increase of 7,200 and filled over 20,000 more prescriptions annually than previous year

Developed offsite call center for centralized appointments and customer service; decreased phone abandonment rate by 29%; rolled out training program to mitigate culture, country and medical variation found within the differences of US and the Philippines; monthly call volume of 7,200 calls; 81% of the calls were answered in a manner pleasing to the patient

Established a process improvement committee to increase the provider and staff input to the enhancement of the clinic processes; thus, increasing patient throughput, consumer satisfaction rating went from 83% to 87.9%; representing a 10% delta over national benchmarks for similar clinics

Annual savings of $500k through reduction of OT, discontinued OB service line and reduced supply waste by 5%; established a first-time process for vendor refunds of $100k for unused supply stock

Successfully recruited 8 providers to fill 4 open positions and 4 newly created positions

Procurement, planning and implementation of GE 3T MRI; projected savings for the company $580,000 annually while creating projected revenues of $150,000 annually

Initiated reporting mechanisms and managerial tools; resulting in a reduction in AR by 12 days to 48 days; reduced outstanding claims by 125%; decreased denials by 6%; and reaching 9% in over 120 days

Practice Administrator; Tri-City Orthopaedics, Kennewick WA 2009 - 2011

Executive responsibility for three campuses, 13 providers; 6 Orthopedists, 1 Physiatrist, 3 PTs and 3PAs. Support staff of 50, over $11million in net collections; 2 MRI, PACS, full physical therapy department, 4,100 surgical cases annually and over 30,000 clinic visits, overall accountability of operational effectiveness, financial outcomes, HR oversight, WA and federal legal compliance; sole responsibility of the development and implementation of all budgets, strategic, marketing and operational plans.

Added in-house billing, initial cost savings of $225,000 annually; additionally, collections increased by $105,000 per month; increased annual net revenue by over $1.3Million

Recruited and contracted with three additional orthopedic surgeons; foot ankle, hand and spine and neck

Migrated phone system and created call center; call abandonments; 98% calls answered less than one minute; increased the patient satisfaction at front desk created the ability and culture of a focus on the patients at hand

Planned and implemented roll out of billing and scheduling system; SAGE electronic practice management system for all three clinic locations and initiated roll out of SAGE electronic medical record

Initiated organizational restructuring; divided group into departments, designated departmental authority to supervisors; implemented budgets for each department, focused on department accountability; created board committees to increase board efficiency; ability to track financial and operational outcomes

Planned and implemented build out for new 1.5t MRI project on time and meet budget; negotiated lease with 6-month payment deferments; increased patient volume by 4% over first year

Previous positions and military experience upon request

Education/Honors/Activities

May 1997 Master of Health Administration Saint Louis University, St. Louis, MO,

August 1995 Bachelor of Arts in Economics, University of Kentucky, Lexington, KY

Graduated with departmental and University honors magna cum laude.

1999 – 2009 Officer USAF, Captain; 4-time recipient of quarterly awards, 3-time recipient of commander’s award, Mid-level Manager of the year; WHMC

1992 – 2014 Volunteer Scouter and youth group leader

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