Experience

PHI Air Medical

• United States
• Hospitals and Health Care
• 300 - 400 Employee

• Director Of Revenue Management and Payer Relations

  • Mar 2021 - Present

  Currently, oversee management revenue cycle team of 83 FTEs across 18 states and 88 air bases. Accountable for the successful management of Patient Financial Services, Revenue Cycle Management and Payor Relations, which includes cash collections, department budget responsibility, contract negotiation, accounts receivables (A/R) management and employee engagement and retention. Responsible to ensure the consistency and quality of the coordination of revenue cycle operations, procedures, and best practices for charge capture, billing, payment posting, collections and follow up, denials management, billing audits, and revenue cycle data. Position ensures compliance with legal state/federal regulatory requirements for each state. Relies on extensive experience and judgment to plan and accomplish goals. Reports to the Chief Financial Officer for PHI Health. Key Contributions: • Substantial reduction of FTEs based on manpower to volume ratio in comparison to medical industry standards. • Conduct in-depth review of revenue cycle processes; identify and developed internal benchmarks and KPIs.



Sovereign Healthcare

• Vice President of Revenue Cycle Management

  • May 2015 - Apr 2020

  Provided oversight and management of multiple facilities Revenue Cycle Teams. My responsibilities include oversee build-out of new regional business office in Los Angeles, along with directing two existing regional offices. Develop and implement policies and procedures related to all aspects of the revenue cycle process. Monitor and research regulatory changes and propose actions to respond to changing legislation/regulations.Evaluate and direct efforts to improve revenue cycle.Perform operational reviews of revenue cycle processes and publish recommendations.In conjunction with other department leaders, implements strategic and operational initiatives in Accounts Receivable Management and participate in continual education programs and activities that pertain to healthcare management, as well as specific functional areas



abeo (Abeo Management Corporation)

• United States
• Hospitals and Health Care
• 100 - 200 Employee

• abeo - Director of Operations

  • Apr 2014 - Apr 2015

  Delivered leadership and expertise for strategic medical management and revenue cycle services. Oversite management of 80+ FTEs state-side and 100+ FTEs off-shore services in India. Governed over all aspects of the revenue cycle pertaining to claims, collection, coding, compliance, and accounting functions. Held accountability for fiscal integrity of financial reporting for 655 providers consisting of 9 majority clients (25 to 65 providers ea.) and ~70 solo practices which generated total gross charges of <$924MM and $336M in revenues. Led monthly department open-forum productivity meetings focused on collective issues of the A/R department; focused on knowledge sharing, discussion of updates, and problem-solving.Key Contributions:• Achieved and surpassed prior medical industry key performance indicators and benchmarks via excellent workflow management.• Led high-performance teams through promotion of employee ownership/autonomy, team development, and coaching that inspired individual advancement via strategic goal setting.• Gained reputation for approachable, highly supportive leadership style and genuine interest in employees; maintained near 100% department staff retention.



University of Southern California

• United States
• Higher Education
• 700 & Above Employee

• Associate Director of Revenue Cycle Management - 16 Departments

  • May 2011 - Mar 2014

  Provided leadership on the transition and transformation of 16 departments (900 providers) generating a volume of 46000+ claims per month. Headed Accounts Receivable CBO operations with 125 FTEs and in strategic A/R management, development, and revenue capture. Responsible for fiscal integrity of financial reporting with combined gross charges of <$645MM and revenues of $265MM. Key Contributions:• Gained reputation for best practices via 13 YoY department performance; requested to assist in centralized billing system implementation consolidating billing operations for over 685 providers across 16 departments.• Reduced A/R turnover from 63.4 to 49.2 days within one year; decreased A/R accounts 120+ days out by 12%.• Drove team performance by identifying individual/team strengths and capitalizing upon those qualities.

• Director of Revenue Cycle Management - Department of Surgery 8 Divisions

  • Jan 2009 - Apr 2011

  Managed staff of 23 executing billing and compliance service operations as well as financial reporting for department of surgery with 73 physicians, 8 physician’s assistants, 13 nurse practitioners, and 6 perfusionists. Department gross charges exceeded $175MM with $85MM in revenues generated. Planned budget, managed A/R operations, and revenue capture.Key Contributions:• Ranked top-two in cost-effective billing service providers by the University Medical Group (UMG) for Department of Surgery, fiscal years 2009 to 2012, at 5% per revenue. • Rated top-two registration providers by UMG for Department of Surgery, fiscal years 2009 to 2012.• Maintained an average of 51 days for department A/R turnover with an overall reduction of 20 days over 1 ½ years.

• Director of Business and RCM Services - Cardiothoracic Surgery

  • Jan 1999 - Dec 2008

  Led business office and billing service operations servicing a total of 33 physicians, physician assistants, and residents with up to $30MM in gross charges and $14.5MM in revenue. Managed budgets up to $30MM; prepared projections/forecasts and analyzed actual-to-budget performance. Coordinated audits and verified compliance of internal policies, agency regulations, and GAP. Promoted employee ownership and empowerment.Key Contributions:• Established USC Cardiothoracic Accounting Department; structured internal controls and procedures, designed financial reporting systems, trained staff, and implemented computer network. • Administered 22 contracts for cardiac research including $1.25MM in grants and $ 4MM in gifts; interfaced with USC’s contract administrators and agency representatives, provided requested information, and resolved issues.• #1 cost-effective billing service and registration provider in the Department of Cardiothoracic Surgery for eight consecutive years at 5% per revenue dollar, University Medical Group.• Averaged 53-day turnover average for nine consecutive years; achieved nearly 200% reduction in delinquent accounts and write-offs (4% to less than .05%).

• Director of Revenue Cycle Management - Department of Surgery

  • Jul 1997 - Dec 1998

  Managed all billing service operations for 62 physicians and 4 fellows, with gross charges exceeding $54 million, and $18.3 million in revenues. Planned, prioritized and supervised the activities of 18 office staff responsible for coding, data entry, cashiering, insurance and patient billing, credit and collections. Managed a $1.5 million budget.



UCLA Health

• United States
• Hospitals and Health Care
• 700 & Above Employee

• Director of Business and RCM Services - Department of Anesthesia

  • Jan 1994 - May 1997

  Oversaw daily operations for the business office and billing patient services in a department with 55 physicians, 70 residents, and 9 CRNAs, with gross charges in excess of $30 million, and $15 million in revenues for a major academic institution.Key Contributions:• Performed as an active and productive management team member, providing input into long-range planning, budgeting, forecasting, and policy decisions.• Directed $1.2 million in material and equipment purchasing/management functions of the department's accounts.• Developed and compiled fiscal data, generating supporting reports for preparation of annual budgets. Recommended financial strategies to maximize profitability of overall practice, by comparing RVU provider productivity to industry standards based on specialty. Customized monthly reports to illustrate, productivity and overall performance by location and physician.• Maintained C&G $2 million in NIH grants and departmental documents and records for audits; served as the primary contact with audit personnel.• Established real time/online contractual agreement terms during the payment posting process. • Successfully collected 99.98% on contractual agreements for closed cases, representing in $500,000 of additional revenues.• Reduced bad debt/delinquent accounts from 10% to 0.5%, increasing cash flow by $500,000. • Saved $750,000 annually through cost analysis and aggressive overhead reduction.