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Revenue Cycle Executive Healthcare

Atlanta, GA
April 16, 2016

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*** ******* ******* *****

Mableton, GA 30126

*** - *** - **** (Cell)


Senior Level Executive with more than 20 years progressive Revenue Cycle experience emphasizing financial and operational results. Uniquely qualified in hospital administration, physician and dental practice management, IT application support, corporate operations, sales and marketing.

Special strengths in providing leadership within a high growth, constantly changing environment through strategic vision, challenging process, inspiring an organizational culture of shared resource alignment, while providing focus and direction. Excellent decision making and team building skills.

Proficient in solving reimbursement cash flow problems. Skilled in analysis of technical developments and changing industry standards to determine effects of compliance on operations, automated systems and revenue/profit potential.

Strong skills in design and implementation of cost effective automated systems, staff improvements, and work flow re-engineering.

Facilitates excellent relations with Boards, senior management, physicians, clients, and employee staff.


DeKalb Regional Health System Atlanta, Georgia February 2013 to March 2016

Community NonProfit with 2 Acute Care, 1 LTAC hospital and 140 employed physicians.~$1.3billion hospital gross revenue.

Executive Director Revenue Cycle

Recruited to upgrade or establish Central Scheduling, Patient Access, Revenue Integrity, and Patient Financial Services.

Increased cash collections as % of net revenues first three fiscal years from below 98% to 100%, 101%, to 102%.

Lead effort to stabilize Rev Cycle post AllScripts install. Annual cash increase ~$19M. Exceeded most KPIs goals.

1st 30 days ID'd over valued A/R resulting in new Denial&Contract Mgt Systems, ACA/501R Presump Charity program, initiated unique SP/Pt experience with CarePayment, Patientco stmts and PAS QA automation.

Conceptualized/Built Call Center for Central Scheduling&Financial Clearance reduced revenue leakage and lowered operating costs by 11 FTEs initially with conservative 5:1 ROI. Utilized SCI, inContact, Connance, Relay Health

WellStar Health System Atlanta, Georgia March 2010 to February 2013

Multi-County NonProfit Provider operates 1300+beds in 4 Acute Care facilities and 1 LTAC hospital.

Employs 600plus physicians, operates very innovative HealthParks OP/Surgery/Urgent Care facilities.

Executive Director Patient Financial Services Lead Revenue Cycle PFS Operations for all 5 WHS Hospitals.

Responsible for 6 direct reports, 4 departments, 90 employees, and $1.4billion in net revenue/receivables.

Installed inhouse call center reduced annual cost $750K while increasing SP collections and patient satisfaction.

Denial mgt gov & KPI, oversaw 100% re-write of PFS P&Ps, Enhanced Employee satisfaction scores to top 5%.

Maintained cash collections as % of net revenues at 100%. Second/third year 101% via prior yr A/R and BD recovery.

DPMS, INC. and NCDR, LLC Atlanta, Georgia July 2008 to March 2010

Largest Dental Practice Management Company owns and operates 88 clinics in 14 states. Combined companies are owned by a private equity firm. $182million in annual revenue is generated by 200+ employed dentists.

Vice President Revenue Cycle Services Manages Operations Center with responsibility for 5 direct report managers and 85 employees in 6 departments; Payer Contracting, Verification, Claims Processing, Remittance/Payment Posting, Regional Specialists, and Patient Financial Services.

Recruited for revenue cycle automation experience in 2008; planned and initiated company’s first revenue cycle department after successful consolidation of field office “billing” operations to a corporate office operations center.

Based on net revenues, RCS currently maintains a collection rate of 98.7% and 22 DSOs. Cash flow consistently exceeds management plan and cost to collect is below budget by 12-17%.

Completed research, planning and implemented High Performance Initiative (HPI). Automation of key functional areas of 835/837/277 EDI, eligibility, claims editing, denial and work flow via web-based solution.

HSI FINANCIAL SERVICES, LLC Atlanta, Georgia May 2006 to June 2008

Subsidiary company of VHA Georgia, Inc. providing multiple revenue cycle services to hospitals and physicians.

General Manager & President Responsible for P&L with $12million annual revenues., Sales, Marketing, Operations, QA/Training, Client Services, and co-managed a VHA shared IT staff. Core services in 100+ seat call center included BPO/EBO of hospital PFS functions and FDCPA compliant Bad Debt Collection Agency. Clients included non-VHA facilities. Reported to VHA Senior Executives and a Board of Directors from VHA member hospitals

Recruited to “turn-around” environment and returned company to positive margins via new services, cost elimination and improved technology/workflow. Developed four new service lines TDRG Recovery, In-House Attorney, Eligibility, and Coding/Compliance Auditing adding new clients and $1.3 million in new annual revenues.

Development site for Medlytix healthcare specific behavioral debt scoring and Ontario ARTIVA technology.

Key participant during external review and business valuation for anticipated sale of company.

Jeffrey W. Korn Page Two

PEROT SYSTEMS HEALTHCARE, INC. Nashville, Tennessee April 2002 - May 2006

A large publicly held healthcare information technology and revenue cycle outsourcing company.

Vice President and Director of Operations Revenue Cycle Services Division

Manage and plan operations, staffing and client relations for receivables Business Process Outsourcing projects including revenue/expenses. Participate in corporate planning for technology development and vendor selection. Support sales and marketing team efforts. Consolidated, managed and marketed consulting resources for Patient Access, Business Office, CDM, Coding and Interim Managers. Most recent assignments:

(5/05 to 4/06) Howard Faculty Practice Plan IT and Rev Cycle Outsourcing

(9/04 to 4/05) BCBSRI Business Process Redesign.

(10/03-8/04) Interim PFS/EPIC Application Support Manager at Parkland Hospital Dallas, TX (new client startup role).

CELADON HEALTH, INC. Atlanta and Athens, Georgia 2001-2002

A private, early-stage healthcare information technology company, Celadon markets directly to major health insurers. The patented software and medical decision support system allows insurers to offer a free choice, indemnity-style plan while providing incentives for physicians to control costs.

Director of Operations

Responsibilities include all company business systems and infrastructure including Information Systems and Technology, Operations, Physician Relations, Human Resources, Space Planning, and Legal. Co-Manage with CFO marketing, general accounting, investor relations/fundraising, payer relations, and expense control. Accomplishments include comprehensive Business Plan, Five Year Rollout and Operations Budget, revised marketing materials, and HIPAA strategy. Participated as member of management team securing initial capital through investment banking and venture capital firms in addition to client contracting.

THE EMORY CLINIC, INC., EMORY HEALTHCARE, Atlanta, Georgia 1996-2001

The Emory Clinic, Inc. (TEC) is an academic-based, multi-specialty physician practice with approximately 700 practitioners. TEC is a part of Emory Healthcare also comprised of Emory University and Crawford Long Hospitals (1150 beds), Wesley Woods Geriatric Centers and 18 other provider sites. Emory Healthcare’s corporate revenues exceeded $1.5 billion annually. TEC’s 840,000 annual patient encounters generated $600 million in gross revenues. TEC’s Central Business Office is one of the largest and most cost efficient in the industry, as evaluated by numerous benchmarking and audit studies over the past five years.

Director, Central Business Office

Was recruited by TEC to turnaround its Central Business Office (CBO) operation, which was having chronic cash flow issues and following a near failed IDX system conversion. Was given the task of stabilizing the operation and leading the development of necessary system enhancements to restore the financial integrity of the Clinic. Managed 6 departments comprising 250+ employees and an annual operating budget of $10.5 Million. Patient Access and Financial Clearance (Pre-Cert/Pre-Reg; Referral & Case Management), Third Party Claims Rejection Management, Customer Service, Collections and Posting (Call Center; Imaging; Remittance), IDX Systems Support.

Accomplished a $7.6 million average annual collections improvement while maintaining flat CBO operating expense budget each of the past 5 years with unparalleled cost to collect ratio of 4.0%.

Designed and implemented ASP web-based solutions resulting in outsourcing with two major systems vendors. Applications: Underpayment Recovery, Imaging, Posting, Remittance Advice, Secondary Claims, Denied Claims Workflow and Bank Reconciliation. Results: $1.5 million operating costs reductions; $3.6 million ongoing cash flow improvements.

Managed installation of sophisticated technology driven call center (AVAYA/MOSAIX) handling an average of 3,100 customer service/collection contacts daily (6-month ROI).

Conceptualized and established centralized pre-cert, referral, and financial clearance aimed at significantly reducing rejected/denied claims. Increased pre-service cash collections by 88%.

Managed staff reductions of 12% over a prior 2-year period while enhancing services and results through implementation of a management incentive based compensation program tied to performance and costs.

Achieved top 20% CBO rankings against industry audit/benchmarking studies.


Bachelors Degree, Business Administration/Marketing, Florida State University

Supplemented by numerous seminars, courses and workshops related to healthcare financial management.

Advanced Member – Hospital Financial Management Association

Certified Manager Patient Accounting – HFMA

Lean Six Sigma Kaizan; Juran Institute Executive TQM Program Graduate

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