Practice Administrator
Resume:
MARION S. AXEL, MBA
Unit *52
Boca Raton, FL 33496
*********@***.***
EXPERIENCE
ASC Assistant Administrator/Revenue Cycle Manager
October 2016 – October 2020
The Outpatient Center of Boynton Beach, LLC- Oversee all stages of revenue cycle for Outpatient Center of Boynton Beach which has net collections of $15,000,000/year. Responsible for ensuring the efficient operations of the Business Office to include an accurate, timely and consistent performance of all functions pertaining to patient accounting (including patient account maintenance, billing and collection management), admissions processing, accounts receivable. Perform monthly financial reporting, payroll processing, and patient accounts management. Implemented automated insurance verification software of Advantx Echo. Manage front office staff of 10. Implemented bank auto draft of patient accounts for payment plans. Software mapping of added payers and new managed care plans. Negotiated three new payers to surgery center and coordinated contracts through corporate review process. All ACHA quarterly reporting accomplished. Implemented new COVID protocols. Prepared center for AAACH inspection and certification.
Revenue Cycle Consultant - Medical Insurance Claims Special Projects
May 2015 - September 2016
RH Management Resources, Inc - HearUSA (client) - Retained by client due to medical claims conversion billing crisis. Collected $1,000,0000 insurance receivables previous deemed uncollected and untimely. Responsible for resolving large payer balances over 180 days on a claim by claim basis and one-time settlement offers. Re-engineering claims filing process with clearinghouse to lower filing error rate. Enrolled with over 100 payers for 835 ERAs. Reconciling claims between End of Life Software and newly converted billing software. Part of Implementation Team with primary role being the liaison between Billing and Accounting Departments. Researched and resolved over $750,000 of unapplied payments.
Practice Administrator/ASC Director
January 2013 –May 2015
Hilton Becker MD PA Plastic Surgery Practice - Implemented medical billing into practice and phased out outside billing company saving over $5,500/month in billing fees. Recovered over $400,000 in cash receipts for 2012 and 2013 denied claims. Installed Nextech Billing Module. Applied and received NPI number and credentialed RNFA who had been performing services for over 8 years and never submitted any claims. Replaced entire server system and antiquated computers which were no longer HIPPA compliant. Installed accounting controls throughout practice. Revamped general ledger system. Provided cash management services to practice. Overall practice expenses cut by over 15%. Successful lead ASC to achieve re-certification of Quad A License. Implemented cash flow system. Reduced Merchant Bank Card Services and Bank Fees by 22%.
Mergers & Acquisitions/Practice Turnaround Consultant
January 2008 – December 2012
Marion S. Axel, MBA Consulting – Independent consultant specializing in medical practice mergers and acquisitions, ASC syndication, EMR/Electronic Billing software conversion, and medical practice turnaround. Results oriented service designed to improve medical practice profits through revenue cycle management, benchmarking, capturing lost revenue, streamlining patient flow, and building physician consensus. Assist in choosing EMR and ERx software that best fit within a practice’s budget and skill set.
Practice Administrator
April 2006 – December 2007
Eye Surgery Associates – Responsible for management of 9 surgeon physician group with 3 locations. Total practice revenue of $12 million. Manage staff of 75+. Negotiated capitation rate with Careplus and Humana thereby increasing practice revenue by $432,000.00 per year. Selected location and oversaw construction for additional satellite office. Recruited new physician and successfully indoctrinated him into the practice. Begin planning process for new ASC. Begin budgetary and critical path timeline for construction of ASC. Managed process of physician partner exiting the practice including contract negotiations, re-staffing, and marketing. Manage month-end financial closing including financial statement preparation and review, cash management reports. Introduced new billable technology into the practice which generated $100,000 of new revenue. Provide direct or indirect approval for all company expenditures. Serve as primary interface with business consultants (legal, information systems, accounting, architects, contractors etc.) to the practice. Implemented change of practice’s health insurance to health savings account (HSA) saving $75,000+ in premiums. Re-engineered phone room operations. Developed new chart tracking system.
Practice Administrator/ASC Director
March 2000 – February 2006
Florida Eye Associates/ASC of Brevard/Florida Laser Center - Responsible for day to day management of 12 member physician group with 6 locations. Manage staff of 100+. Revamped entire practice operations resulting in reducing overhead expenses from 75% to 53% thereby increasing in partner compensation by 250%. Cut turnover from 40% to 10% per annum. Introduced new ancillary services such as: OCT, GDx, OBF which in the first year brought $400,000 to the bottom line. Over six years ancillary services generated $4,000,000 of incremental revenue. Recruited 7 physicians. Oversaw recredentialling of JCAHO certification for ASC. Completed conversion of mainframe medical management system to WebMD’s Medical Manager System on time and on budget with no change in cash flow. Negotiated purchase of land and construction contract for new satellite location of 6,800 square feet. Negotiated repurchase of ASC from national partner Amsurg at 4.5 times multiple. Renegotiated all mortgages and banking fees which saved the practice over $500,000 annually. Repeatedly negotiated and acted as liaison for all litigation. Established lockbox and lockbox procedures. Implemented wellness program and cafeteria benefit plan for staff. Designed incentive programs for every department. Renegotiated all managed care contracts. Recovered $70,000 of overage charges from BellSouth and negotiated new contract for a savings of $1,800/month. Installed new general ledger system.
Practice Administrator
April 1998 – January 2000
Eagle Eye Care/Creve Coeur Surgery Center/Cosmetic Laser Center - Develop and implement strategic plan for each entity. Manage staff of 60. Manage two additional remote locations. Negotiate lease/sale of surgery center with physician investors. Negotiate managed care contracts. Revamp billing and collection department. Recruit new physicians. Applied for JCAHO accreditation and currently overseeing preparations for JCAHO inspection. Develop plan with architects and state agency to enlarge surgery center with four additional surgical suites and overnight stay. Responsible for surgery center adhering to state regulations to keep surgery license in good standing with state of Missouri. Market surgery center to local physicians to redirect their patient care to utilize facility. Identify ophthalmic practices for acquisition. Design $250,000 marketing and public relations budget plan and negotiate purchase of print, radio, and television time. Design co-management program with optometrists for LASIK and cataract cases. Oversee general ledger software conversion of all entities. Manage 40,000 sq. ft building with seven tenants. Developed employee incentive program.
Manager - Physician Integration
April 1997 - April 1998
Healthcare Initiatives Inc. - Represented and strategized with physicians during negotiations for the sale of their practice including employment and non-compete agreements and managed care reimbursement agreements. Advised physicians in selecting appropriate partner or buyer of practice. Developed integration strategy plan for physician practices. Prepared practice valuations. Prepared physician practice analysis including: financial analysis, information systems review, billing and collection, and personnel. Responsible for new client development. Conducted integration seminars to education physicians throughout the United States.
Director of Client Services
December 1993 - April 1997
Farris Healthcare Consultants Lasersight, Inc. - Responsible for managing all practice assessments, integration engagements, market analysises, and assigned client relationships. Supervise consulting staff of six. Project manager for the development of a primary care focused physician network on behalf of not-for-profit healthcare system. Assess and implement physician practice enhancements. Designing primary care network includes: devising integration strategy, monitoring physician database, and developing capital and operating budget. Develop and present MSO strategy with implementation timelines, fees, budgets and services to be offered to physician practices to health system’s board of directors. Negotiate physician practice acquisitions and oversee due diligence process in order to enlarge existing physician network. Prepare chemical dependency unit for JCAHO inspection. Negotiate asset purchase, non-compete, and employment agreements on behalf of health systems. Mediate merger, develop governance structure, and transition practices of two OB/GYN partnerships. Projects managed include: strategic plan for home health agency, community health alliance, physician practice assessments, and physician acquisition initiatives. Assisted in firm’s new business development marketing strategy. Developed firm mentoring program. Designed firm’s website.
Senior Consultant - Strategic Consulting Division
Farris Healthcare Consultants Lasersight, Inc. - Provided strategic consulting services to hospitals, health systems and payors in the planning, development and implementation of integrated delivery systems. Planning and development activities include: developed IPAs and MSOs, built physician networks, negotiated mergers and acquisitions, targeted physicians, strategic initiatives planned, education and consensus building, selected models for integration, prepared capital budgets of $12 to $50 million. Valuation of physician practices using discounted cashflow, market value and asset purchase methodologies. Negotiated the purchase of physician practices, employment and non-compete agreements. Prepared practice analysis and proformas to justify purchase for client. Conducted operational review of medical practices and present findings.
Associate Consultant
Administrative Manager
March 1989 - December 1993
Division of Hematology, Oncology, & Bone Marrow Transplantation
School Of Medicine
St. Louis University School of Medicine - Responsible for $5 million budget, program development, and financial performance of division. Supervise office staff of 12 and clinical staff of 23. Negotiated managed care agreements and Centers of Excellence accreditation with payors. Authorized medical equipment purchases, expense reimbursements, and personnel expansion. Reviewed and reconciled monthly financial statements. Investigated and resolved all billing and budget discrepancies. Assured proper and efficient functioning of division's inpatient and outpatient practice. Monitored ICD9 and CPT4 coding to comply with billing regulations. Oversaw hiring of office, clinical and laboratory personnel. Identified alternative funding sources such as drug studies, National Institute of Health grants, and private research grants. Administration of fellowship and preseptorship program. Coordinated faculty and resident recruitment.
Senior Accountant
Saint Louis University Hospital - Supervised month end closing of general ledger. Approved journal entries. Supervised two accounting clerks and one junior accountant. Prepared yearly depreciation, interest, and capital budgets. Reviewed monthly variance analysis. Prepared hospital's portions of IRS 990. Worked with Medicare intermediary on yearly audits and baseyear capital property audit. Assisted in preparation of Certificate of Need (CON) proforma statements. Converted general ledger from Shared Medical System (SMS) to Meditech System. Designed fixed asset software. Directed fixed asset inventory. Hardware and software coordinator for financial staff. Trained Lotus 1-2-3 version 2.3 to financial staff including interactive spreadsheets and macros. Prepared year-end client schedules for Price Waterhouse.
EDUCATION
SAINT LOUIS UNIVERSITY SCHOOL OF BUSINESS
Masters of Business Administration
Finance concentration.
WASHINGTON UNIVERSITY OLIN SCHOOL OF BUSINESS
Bachelor of Science in Business Administration
Accounting concentration.
PROFESSIONAL MEMBERSHIPS
Association of Ophthalmic Administrators (ASOA)
Medical Group Management Association (MGMA)
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