Holly Lanzner, MBA, CPAR
Atlanta, GA 30339
A self-motivated, results-oriented Healthcare Financial Management professional with extensive business office experience and training. Solid, strategic and progressive financial management experience. Outstanding communication and interpersonal skills. Exceptional organization and time-management skills. Proven leadership in a multiple facility environment. Demonstrated success in meeting and exceeding goals, quotas, and deadlines. Able to effectively manage multiple tasks, projects, and directives. Proven leadership in talent development, team building abilities and conflict resolution skills.
●Managed various sized Hospital Patient Financial Services operations for both For Profit and Not for Profit
●Managed AR for a 3 state, 7 Facility, 3 Physician group for Addiction Treatment
●Managed staff with successful cash recoveries of $1.2 billion+ annually while consistently exceeding cash collection goals
●Manage Accounts Receivables of $325 million consistently meeting aging metrics.
●Assumed leadership of a Regional Business Office of 2 hospitals and developed the operation into a 16 hospital Regional Center with staff of 150.
●Guided region to several best practice benchmarks, including denials management, auto accident account resolution and client account management.
●Identifying process and system issues that impact cash and net revenue
●Implemented and assisted in creation of redesign and standardization of all AR management processes.
●Consistent annual improvement in Employee Opinion Scores moving to the top percentile in the company
●Managed increasingly larger departments and groups of employees with each career promotion.
●Six Sigma Green Belt with extensive training and experience in Process Focused Organizational Management
Masters of Business Administration, 1997
Nova Southeastern University, Ft. Lauderdale, FL
Bachelor of Science, 1990
Summa Cum Laude
Jones College, Jacksonville, FL
Treatment Management Company, (an Addiction Treatment company) Atlanta, GA, July 2017 to September 2018 (company closed)
Executive Director of Revenue Cycle Management
●Manage all AR functions for 7 Addiction Treatment facilities and 3 Physician Groups in Arizona, California and Florida
●Relocated the RCM department from Florida to Georgia and created an entirely new team
●Manage AR of $325 million and monthly cash collections of $6 million
●Identified $23 million in denials due to incorrect Revenue Code billing at one facility
●Completed a review and revision of all CPT codes billed out for treatment and toxicology
●Implemented new toxicology charging methodology
●Created all new processes and policies & procedures
●Cleared “unapplied’ cash of $4 million in a 3-month period
●Revised all AR statuses and flags to show true balances and account status
●Redesigned the training materials and training program for all departments
●Implemented a Collections Module and a Denials Modules within the current system
●Completed a comprehensive review and revision of the Billing system electronic addresses and lockbox addresses
●Reviewed and revised the charge entry standard protocol
●Redesigned the Physician Billing forms to create consistency between the provider billing
Conifer Health Solutions contracted with WellStar Health System
May 2016 to July 2017
Senior Director of AR Management Operations
●Manage all AR functions for a 5-hospital healthcare system
●Transitioned a staff of 195 from WellStar to Conifer with no service interruption
●Manage accounts receivables of $1 billion and average monthly cash collections of $145 million
●Reduced AR aged over 90 days by 4 percentage points in a six-month period
●Developed a Denial Management program with very specific denials information and includes all hospital departments that are owners of denials
●Reduced Fatal Denials by 1% of gross revenue
●Reduced “Bill Hold” days by 2.5 days in a six-month period
●Redesigned several system workflow processes to improve efficiency
●Identified two large system issues impacting patient statements and vendor placement criteria
DeKalb Medical, Decatur, GA, December 2011 to April 2016
Director, Patient Financial Services
●Guided a three-facility healthcare system into stabilization during an extremely difficult post system conversion situation
●Increased cash collections to exceed the pre-conversion average in a 3-month period
●Reduced System Bill Hold by 50% in 90 days and maintained industry standard
●Analyzed and identified proration and 835 posting issues impacting account balance and net revenue calculations
●Re-design post conversion Business Office workflow
●Re-organize Business Office Management structure and positions for a staff of 75
Tenet Health Care, Inc/Conifer Health Solutions., Alpharetta, GA,
November 2003 – October 2011
Director of Regional Business Office, Alpharetta, GA, November 2003 – October 2011
●Managed all business office operations within a multi-facility healthcare system.
●Exceeded cash goals by $15M per year of operation
●Reduced AR by 8% annually
●Operated at 10% below operational budget
●Led the company in exceeding all Key Indicators 3 of 5 years
●Developed a Disputed Claims Department with an overturn recovery rate of 61%
●Directed business office staff of 150 employees with direct reports being 3 managers and 10 Supervisors.
●Led joint operations meetings with managed care companies to resolve issues regarding accounts receivables, underpaid accounts, and denials.
●Organized workflow though operational standardization to improve productivity.
●Interacted regularly with facility departmental leaders (Patient Access, HIM, IT, Business Development, and Administration) to promote a remarkable patient experience and financial vitality for the company.
Tenet Health Care, Atlanta Medical Center, Atlanta, GA.
Director of Business Office, September 2000 – November 2003
●Directed all Revenue Cycle Operations within a 500-bed facility
●Effectively managed staff of 50 responsible for all aspects of AR management.
●Consistently exceeded performance metrics for cash collections and aging.
●Completed departmental planning, trend analysis, and evaluated department’s performance.
●Improved department performance by reorganizing staff assignments; developed specialist for handling major accounts which enhanced efficiency and productivity.
●Spearheaded several Intake Initiatives that Increased upfront cash collections as well as improved data quality during intake.
●Implemented a successful computer system conversion
●Promoted to Director of the National Insurance Center.
Tenet Health Care, North Ridge Medical Center, Ft. Lauderdale, FL
Director of Business Office, February 1999 - September 2000
●Directed all Revenue Cycle Operations within a 300-bed facility
●Effectively managed staff of 40 responsible for all aspects of AR management
●Consistently exceeded performance metrics for cash collections and aging.
●Consolidated and Revised the Intake Department to reduce patient wait time and positively enhance the patient registration experience.
●Regulated all standards of Governmental, Managed care, and Commercial Billing
●Promoted to Director for Atlanta Medical Center
Intracoastal Health Systems, West Palm Beach, FL
Director of Business Office, September 1998- February 1999
●Directed all Revenue Cycle Operations within a two facility 700 combined bed operation.
●Effectively managed staff of 75 responsible for all aspects of AR management
HCA, Plantation General Hospital, Plantation, FL
Director of Business Office 1997 – 1998
●Directed all Revenue Cycle Operations within a 300-bed operation
HCA, Northwest Medical Center, Margate, FL
Director of Business Office, 1992 – 1997
●Directed all Revenue Cycle Operations within a 150-bed operation
●Six Sigma Green Belt
●Reimbursement Project Management
●Vendor Relations Return on Investment protocols
●Process Management Productivity Enhancements
●Operations Management PeopleSoft
●Revenue Recovery Quality assurance
●Microsoft Office Consolidating Management Process
●ADHOC reporting Policies/Compliance