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Management Executive

Athens, Georgia, United States
September 10, 2018

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**** ******** **, *******, ** ***** (C) 470-***-****


Highly accomplished and Trusted Revenue Cycle Executive with more than two decades of achievement in delivering focused improvements across the entire revenue cycle within hospitals, healthcare systems, and the physician-based market. Areas of application include patient access, patient accounting, charge capture and chargemaster management, in addition to revenue cycle assessments, process modeling and system implementation support. Known and respected for revenue cycle

“optimization” and interim management expertise. Core competencies: Revenue Cycle Process Improvement Revenue Enhancement Current State & Future State Modeling Project Management System Optimization Interim Management Client & Engagement Management C-Suite Relationship Development Decision Making Problem Solving


MedTrust Consulting Services 9/2012 – present

MedTrust Consulting Services is a healthcare consulting organization whose primary focus is to provide Revenue Cycle Enhancement Solutions to both the hospital and physician market. Revenue Cycle Executive Principal

Representative Revenue Cycle Engagements have included: Multi-Entity Non-Profit Organization

Interim Director of Revenue Cycle & Client Executive Provided interim management of all business office operations during system conversion from Paragon to Cerner. Responsibilities included oversight of: Payment Posting, Adjustments and Refund Processing, Claim Submission Management, and Follow-Up and Denial Management.

Client Management included a monthly review of revenue cycle performance of agreed upon financial and SLA metrics to ensure a smooth transition, as well as attendance and/or leadership of Steering Committee or other task force meetings in support of revenue cycle optimization. Multi-Entity Non-Profit Organization

Enterprise-Level Director of ICD-10 and Process Optimization – Project Management/Change Management Provided strategic leadership for ICD-10 Revenue Cycle initiatives within a non-profit, $2 Billion health system with 1,200+ operating beds across 6 acute care hospitals, 2 behavioral health facilities, home health, hospice services and 750+ physicians with multi-specialty practices throughout South Carolina. Defined project scope and objectives, while serving as the Project Director between the client, internal and external resources. Developed detailed work plans, schedules, project estimates, resource plans, budgets and status reports in addition to the following:

Project Change Control, Issue, Risk and Budget tracking processes.

Project Charter, Plans, Schedule, Resource Plans.

Creating and maintaining PMO documentation, such as Issue, Status, Change Management and Risk logs. Reviewed high level deliverables across entities, and reported to the C-Suite on project status through scheduled 1:1 meetings and participation in bi-weekly senior leadership meetings. Established timelines for program/product development and monitored each critical point to ensure timely completion. Worked with senior leadership in the development of requirements for new solutions, implementation and oversight of product enhancements and services for ICD-10 Remediation Program, such as 3M /CAC and CDI Query Workflow, Multiple Conversions to ICD-10 Compliant Product Versions, Advisory Board Physician Education and Post-Live Auditing. Multi-Entity For-Profit Organization

Interim Director of Operations – Revenue Cycle Assessment/Process Improvement Assessed centralized operations for multi-specialty practices in 4 regions to identify system, people or process deficiencies following conversion to Epic PB, including operational review of back-end revenue cycle processes. Also, evaluated the current state organizational structure to identify integration opportunities. (See Page 2) Lind p 2 of 3

Designed and implemented future state “Shared Service” model, which included the creation of a consolidated cash management team responsible for posting of all Epic HB/PB payments, adjustments and refunds as well as implementation of daily cash reconciliation processes and procedures. Updated employee security profiles to allow system access to both environments.

Assumed interim management of daily operations for all practice locations pending hire of a permanent Director. Oversaw process improvement initiatives including the reorganization of PB follow-up and denial management teams into a payer-based organizational structure, the segregation of billing from follow-up, and participation and/or leadership of daily/weekly/monthly management and task force meetings. Siemens AG 4/2011 – 8/2012

Consulting Practice Director – Soarian/Invision/PRM Practice Management Managed system implementations and revenue optimization within the Chesapeake and Philadelphia region, which included overseeing 5-10 active customer implementation projects with 25-30 direct reports. Demonstrated strong revenue cycle and Soarian product knowledge to provide leadership to customers and team members throughout design, build, testing and quality gate checks throughout projects. Related key goals included:

Achieved/maintained Practice P&L revenue targets and overall gross cost targets.

Maintained Customer Utilization targets of 75% for team members and 60% as a Practice Director.

Improved customer satisfaction as measured through customer engagement surveys with 85% of responses noting that the assigned team “met” or “exceeded” expectations. Additional accomplishments include the refinement of current methodology to support pre/post go-live monitoring of key performance metrics, with direct interaction with assigned client C-Suite and routine attendance of Steering Committee meetings. Created the Revenue Cycle State of Readiness Assessment based upon “Best Practices” to identify critical system, or operational gaps that pose a threat to cash flow if not addressed prior to go-live. Also, worked collaboratively with the team to create “Soarian Best Practice Work Sessions” covering: Patient Access & Scheduling, Revenue & CDM Management, Insurance Billing & Follow-Up, Guarantor Statements & Bad Debt, and refining methodology to guide the client through defining system build requirements.

MedTrust Consulting Services 4/2002 to 3/2011

Revenue Cycle Executive

Representative Revenue Cycle Engagements have included: Multi-Entity Non-Profit Organization

Revenue Cycle Executive

Engaged to assist with a Revenue Cycle Assessment for 36 facilities and 8 CBO’s in a faith-based organization with annual revenue in excess of $1B. Focused upon the following:

On-site review of HIM, Patient Access and CDM/Charge Capture for assigned facilities and regional CBO’s with identification of best practice operational variances and consolidation opportunities.

Review of Policies & Procedures with clear productivity expectations and on-line staff access as needed.

Usage of current system, state of implementation of best practice modules/bolt-on products in support of

“best of breed” revenue cycle management.

Review of monitored KPI’s and source reports to validate consistency in metrics reporting.

Staff training and ongoing education efforts sponsored by the facility.

Creation of Executive Summary reports for each assigned location with 100% client sign-off on all findings and recommendations.

Assisted Nashville office with creation of both regional and overall engagement final report for presentation to the client as the final deliverable with expected $120M improvement opportunity. Critical Access Hospital

Revenue Cycle Consultant: Cash Acceleration

Managed cash acceleration team that reduced aged receivables from 200+ days to a 45-day range through focused collection efforts, the purging of non-purchased receivables from the inventory, and reduction of claim submission edit errors. Post engagement transitional support included weekly calls with new Director of Revenue Cycle to provide transitional support for the first 90 days and the provision of Medicare collections training to newly hired staff.

Interviewed, hired and trained Business Office staff to assume ownership of previously outsourced functions.

Implemented CPSI System dictionary clean-up to address critical system errors and functional gaps in: (See Page 3)

Lind p 3 of 3

o EDI claim edit review and customization.

o Implementation of census and registration required edits. o Insurance plan master control table review with corrections to address claim submission errors. o Master control table review/modification to improve financial reporting and break-out of receivables by primary/secondary and managed-care sub-groups.

800-Bed Academic Medical Center

Revenue Cycle Executive Revenue Cycle Content Advisor Engaged as a Revenue Cycle Content Advisor to define functional requirements of a proprietary PM/PA system in addition to system review and design. Reviewed current state of the application; identified critical functional gaps in system configuration.

Created PA functional requirements based upon current system and “best of breed” functionality to determine gaps in system design.

Worked directly with the programmers to educate them on client requested enhancements and provided detailed documentation to support the requirements. 250-Bed Non-Profit Medical Center

Interim Director of Revenue Cycle

Reorganized the business office to segregate activities by function to support enhanced primacy of focus. Created Payor team structure for follow-up and implemented posting of denials to support denial tracking/follow-up. Developed related policies and procedures.

Secured required vendors for bad debt, Medicare/Medicaid and SSI Screening, in addition to on-site cash acceleration team to work down aged receivables. Also secured required vendor to address substantial coding backlog of outpatient encounters to quickly reduce DNFC/DNFB.

Created Monthly Revenue Cycle Steering Committee structure to support ongoing communication of critical barriers to improve cash flow.

Academic Medical Group - 800+ Physicians

Revenue Cycle Consultant

Completed a Revenue Cycle Assessment, developed a work plan based upon Statement-of-Work and project budget. Identified application resource requirements and deliverables; budgeted hours for each consultant. Completed an on- site review of process, system and technology barriers throughout HIM, Charge Capture, PAS and the Business Office. Created final report and presented findings and recommendations to the medical staff and Board of Directors. PRIOR EXPERIENCE included a variety of other Revenue Cycle consulting engagements within the healthcare industry. PROFESSIONAL AFFILIATIONS

Project Management Institute (PMI)

American Association of Healthcare Administrative Management (AAHAM) Healthcare Financial Management Association (HFMA) American Health Information Management Association (AHIMA) Medical Group Management Association (MGMA)


Cerner: Millennium


GE: IDX & Centricity


McKesson: Paragon, Star, & Series



Siemens: Soarian & Invision

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