RANDALL SHERRELL, MA

ad0gzr@r.postjobfree.com 404-***-**** www.linkedin.com/in/randall-sherrell

Professional Summary

Instrumental in developing and implementing processes to capture accurate and thorough documentation of medical procedures for precise coding and billing.

Implemented training programs for revenue cycle associates to educate them about compliance measures, revenue collection strategies, and the importance of their role in the revenue generation process.

Revamped the revenue cycle workflows by incorporating technology solutions, resulting in reduced errors, minimized billing delays, and increased overall efficiency.

Collaborated with cross-functional teams to address denials, resolve revenue discrepancies, and improve overall revenue integrity.

Analyzed industry trends, regulations, and best practices to proactively adjust revenue cycle strategies and ensure the organization's practices remained up-to-date and compliant.

Developed key performance indicators (KPIs) and reporting metrics to track the effectiveness of revenue cycle initiatives and presented progress to senior leadership.

Played a crucial role in vendor negotiations and management to secure cost-effective solutions for revenue cycle-related services and tools.

Contributed financial planning insights into revenue projections, identifying potential areas for growth, and assessing the impact of process changes.

Participated in the selection and implementation of software, optimizing the utilization of technology to streamline processes and enhance revenue outcomes.

Key Career Overview

Senior Manager Revenue Cycle Consultant

BBO- Healthcare Solutions Atlanta GA 2010 to current

Columbia University Irving Medical Center Doctors, NY- Interim Revenue Cycle Director for Otolaryngology-Head& Neck Surgery, Audiology, Early Interventional, and Plastics

Facilitate clinical Subject Matter Expert (SME), focusing on regulatory coding and compliance.

Educate clinical department staff regarding CPT codes, HCPCS codes, revenue codes, and modifiers.

Lead projects to improve revenue compliance, charge capture process efficiencies, and CDM charge structures.

Perform basic financial analyses to report payment changes resulting from payer practices and CMS regulations.

Communicate findings with clinical departments and the executive team.

Facilitate clinical Subject Matter Expert (SME) use of Finthrive for CDM requests, focusing on regulatory coding and compliance

Educate clinical department staff regarding CPT codes, HCPCS codes, revenue codes, and modifiers.

Lead projects to improve revenue compliance, charge capture process efficiencies, and CDM charge structures.

Perform basic financial analyses to report payment changes resulting from payer practices and CMS regulations.

Communicate findings with clinical departments and the executive team.

Provided oversight of coding, billing, and collections teams in multiple locations.

Reduced great days in A/R from 52.6 to 31.2 in eight months.

Developed reporting dashboards for practice management and executive leadership increased the net collection rate in five months from 65% to 84%.

Worked with the CFO and Chief Clinical Leaders to improve operational effectiveness and revenue streams by focusing on coding education, denial management, and mitigation.

Reduced coding and billing backlog from $2.6 million to $200K in four months.

Increased cash collections to exceed budget for the first time in 3 years.

Columbia University Irving Medical Center-Doctors, NY- Interim Customer Service and Self-Pay Manager

Responsible for direct oversight of the Centralized Customer Service unit, managing inbound calls associated with professional medical claims.

Monitored performance for work quality, efficiency, and compliance with policies and regulations.

Assisted Centralized Revenue Operations (CRO) management with developing real-time coaching of supervisors and staff to ensure meeting goals and expectations.

Followed up on self-pay account balances and managed inbound calls generated by an auto-dialer to secure payment, establish payment arrangements, and obtain updated patient information.

Provided Epic training and tip sheet development for end-users.

Senior Revenue Cycle Performance Consultant

Trinity Health Livonia, MI 2019-2010

Reviewed critical performance indicators, partnered with Revenue Cycle leaders, and made recommendations for achieving established metrics.

Partnered with key stakeholders to identify successes, risks, or barriers to achieving targets.

Collaborated with internal operations to establish an action plan to improve financial performance.

Functioned as project manager when needed, monitoring progress, and maintaining documentation on critical initiatives.

Coached staff on standard policies and procedures to promote best practices.

Provided feedback to System Office leadership on Regional Health Ministry (RHM) performance.

Executive Revenue Cycle Consultant

Acquisition 12 -Multiple Clients Nationwide 2006-2019

Provided vision and leadership for all directors and managers regarding talent acquisition and organizational strategies for over 50 healthcare receivable projects.

Developed implementation goals, plans, and programs to effectively deliver services based on client’s needs and expectations for Patient Access, Patient Financial Services, and Revenue Integrity.

Oversaw program and project management initiatives for multiple sites with revenue well over $20M in monthly receivables.

Trained and guided the work of 180 staff, making lesson plans and workflow recommendations to the principal trainer regarding the effectiveness and efficiency of various practices, procedures, and systems.

Maintained quality initiatives for Epic and other revenue cycle modules.

Facilitated instructor-led classes for groups and one-on-one sessions in various Epic applications.

Decreased bill holds from $6M to $2.3M in 60 days.

Improved charge capture, and coding of lab, radiology, and hospice, with improved receivables by 10% in 6 months for projects.

Designed operational workflows for revenue cycle collection, improving client’s bottom line and reducing A/R to 10 days.

Taught leadership seminars for Revenue Cycle Directors and Managers to enhance decision-making processes for all activities.

Identified areas of opportunistic change for the hospital and physician practices by analyzing aged accounts receivables, recommending staffing changes, and providing training for business office staff which decreased denials by 25% in the first six months of the contract.

Director, Physician Revenue Cycle

Children’s Healthcare of Atlanta Atlanta, GA 2004- 2006

Established a new business unit to focus on top denials and payment variances, which increased monthly cash collections, averaging $200K to $400K out of a targeted goal of $3.5M.

Decreased A/R from 76 to 46 days within the first three months.

Created new variance workflows, identifying when receivables were uncollected, which detected $600K in underpayments.

Increased accuracy of billing to 98% in 11 months.

Manager, Patient Financial Services

Children’s Healthcare of Atlanta Atlanta, GA 2004-2005

Increased cash collections to $18M exceeding the budgeted goal.

Met cash collections goals 10 out of 12 months of the 1st year as Manager of the Care Management Organization (CMO) and exceeded the overall budget by $65M.

Created a variance team to focus on denials and variances in payments, which generated additional revenues of $2M in underpayments by insurance companies.

Increased cash collections to over $5M within the 1st year.

Expedited a cash collection cycle, ensuring billing occurred timely and accurately, thereby measuring, and improving operational effectiveness, decreasing A/R days from 65 to 42.

Significantly improved departmental follow-up and collection practices, ensuring claim accuracy of 95%.

Manager, Patient Access

Children’s Healthcare of Atlanta Atlanta, GA 2003-2024

Increased co-pay collections to exceed $200K to $300K per month; and collected over

$2.2M dollars in point-of-service funds for the surgical and emergency services departments.

Attained internal system standards in customer service and quality at a rate of 96% monthly.

Received WELDON Award in recognition of successfully providing cash-trending success measures and opportunities for improvement monthly to the clinical leaders.

Implemented leadership mentoring programs and retreats to develop 6 team leads and supervisors, which led to increased productivity and subsequent promotions into management.

Technical Qualifications

Facility Billing and A/R Management Software Applications: Paragon Hospital and Medical Records, HQ, X-Claims, EPIC-HB / PB / CBO, Power BI,Cognos, Cisco, Meditech, CPSI, Casper, Cubs, MEDA, FSS, PREMIS, Premios, HBOC, SMS, IBEX, CSC Denial Management, Chart Maxx, CSC Order Indexing, Eclipsys / Allscripts 4.5 / 5.0, XactiMed, IDX, Avatar, eCUBE, Viatrack, Probate Finder, eSolutions, Nextgen, ECLIPSE, Articulate, Captivate, SnagIt, Infopark, Remedy, SAP, Visio, Aspen LMS, Citrix, SharePoint, Navicure, Lawson, PeopleSoft, Basecamp, Project Coordinator, and MIKEE

Training

Designed and facilitated courses covering a broad range of topics, including Leadership Development, Change Management, Goal Setting, 360-Degree Assessments, New-Hire Orientation, Team Building, Interpersonal Communication, Performance Appraisals, Technical Skills, DiSC Personality Assessments, Mentoring, and Coaching, Call Center Quality, Transitioning into Management, Collaborating for Success, and Soft-Skills Training

Education

Doctor of Educate (EdD) in Leadership, Tennessee State University Expected Graduation 2026

Master of Arts (MA) in Leadership, Shorter University, Rome, GA

Bachelor of Business Administration (BBA), Shorter University, Rome, GA

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