- Responsible for administrative, academic, research, financial and programmatic functions of >$180MM department with 14 divisions and 4 programs - 400 full-time faculty - Developed and implementing departmental productivity-based compensation scheme integrating research support, academic effort, affiliate agreements and clinical activity - Developed and leading Yale Medical School Leadership Development Program - Chosen as only non-MD committee chairman for YSM Faculty Practice Committee (malpractice) - Chosen to be on a small university-wide group advising new senior executives at the University level - Increased outpatient collections by over 16% (and overall collections by over 30%) in three years with no net increase in providers - Piloted numerous initiatives both at YSM and YNH Hospital including first YSM/YNHH joint inpatient on-line billing effort - Developed multiple business plans/proposals for collaborations with Yale-New Haven Hospital, other area hospitals and community groups as well as for solo projects
- Responsible for administrative, academic, research, financial and programmatic functions of >$180MM department with 14 divisions and 4 programs - 400 full-time faculty - Developed and implementing departmental productivity-based compensation scheme integrating research support, academic effort, affiliate agreements and clinical activity - Developed and leading Yale Medical School Leadership Development Program - Chosen as only non-MD committee chairman for YSM Faculty Practice Committee (malpractice) - Chosen to be on a small university-wide group advising new senior executives at the University level - Increased outpatient collections by over 16% (and overall collections by over 30%) in three years with no net increase in providers - Piloted numerous initiatives both at YSM and YNH Hospital including first YSM/YNHH joint inpatient on-line billing effort - Developed multiple business plans/proposals for collaborations with Yale-New Haven Hospital, other area hospitals and community groups as well as for solo projects
- Responsible for administrative, academic, financial and programmatic functions of department focusing on customer service initiatives, operational efficiencies, automation and maximizing billing and collections - $39M Department consists of 13 divisions with 250 physicians including 115 full-time physicians, 160 residents and 110 fellows admitting 22,000 inpatients and seeing 220,000 outpatients annually - Helped Department turn $1.3M deficit into $3M surplus (distributed to MDs) in 3 years - Developed (with Chairman and Vice Chair for Clinical Affairs) productivity-based MD compensation model based on clinical productivity, academic rank, departmental responsibilities & research funding - Developed Administrative Fellowship program - attracted more than 100 applications for single position - Developed remote call center that reduced insurance validation errors from 4.6% to less than 0.7%. Initiated use of the internet for real-time PCP / insurance eligibility - Developed three new practices - expansion GI practice, new Mohs Surgery and Cosmetic Dermatology practice and up-scale specialty practice in high-net worth community - Evolved Department into Montefiore's best practice clinical operation by exceeding targets in accuracy of charge entry, demographic/insurance data acquisition and collection of current and aged receivables
- Responsible for administrative, academic, financial and programmatic functions of department focusing on customer service initiatives, operational efficiencies, automation and maximizing billing and collections - $39M Department consists of 13 divisions with 250 physicians including 115 full-time physicians, 160 residents and 110 fellows admitting 22,000 inpatients and seeing 220,000 outpatients annually - Helped Department turn $1.3M deficit into $3M surplus (distributed to MDs) in 3 years - Developed (with Chairman and Vice Chair for Clinical Affairs) productivity-based MD compensation model based on clinical productivity, academic rank, departmental responsibilities & research funding - Developed Administrative Fellowship program - attracted more than 100 applications for single position - Developed remote call center that reduced insurance validation errors from 4.6% to less than 0.7%. Initiated use of the internet for real-time PCP / insurance eligibility - Developed three new practices - expansion GI practice, new Mohs Surgery and Cosmetic Dermatology practice and up-scale specialty practice in high-net worth community - Evolved Department into Montefiore's best practice clinical operation by exceeding targets in accuracy of charge entry, demographic/insurance data acquisition and collection of current and aged receivables
- Reported to the Board of Directors - Responsible for operations, financial management and strategic planning for $24M organization consisting of 35 cardiologists and over 120 staff practicing in 8 owned and 5 satellite sites - Developed physician compensation plan incorporating clinical, academic and research productivity - Led group from $1.7M deficit to $1M surplus in three years - Implemented automated billing/scheduling system leading to a 40% increase in clinical collections - Quadrupled revenue while only doubling physician complement. Average physician salary increased by 50% in five years - Responsible for developing and supporting joint ventures and collaborative expansion efforts with hospitals and community groups - Facilitated merger that unified the academic cardiologists in RI and increased group size by 50% - Developed and secured financing for two multi-million dollar real estate LLCs
- Reported to the Board of Directors - Responsible for operations, financial management and strategic planning for $24M organization consisting of 35 cardiologists and over 120 staff practicing in 8 owned and 5 satellite sites - Developed physician compensation plan incorporating clinical, academic and research productivity - Led group from $1.7M deficit to $1M surplus in three years - Implemented automated billing/scheduling system leading to a 40% increase in clinical collections - Quadrupled revenue while only doubling physician complement. Average physician salary increased by 50% in five years - Responsible for developing and supporting joint ventures and collaborative expansion efforts with hospitals and community groups - Facilitated merger that unified the academic cardiologists in RI and increased group size by 50% - Developed and secured financing for two multi-million dollar real estate LLCs
- Responsible for financial modeling for contract negotiations and financial planning for the corporation - Established a new billing office to centralize billing and A/R functions for all owned and affiliated practices
- Responsible for financial modeling for contract negotiations and financial planning for the corporation - Established a new billing office to centralize billing and A/R functions for all owned and affiliated practices
- Department consisted of 9 permanent, 10 visiting, 16 affiliated faculty and 17 residents seeing 15,000 outpatients annually - Consolidated individual practices into a unified group with a single back-office - Reorganized support staff functions throughout department to improve efficiency/lower cost - Tripled monthly billed charges within one year with no net increase of MDs - Chosen as pilot site for integrated scheduling, managed care, billing and A/R system (IDX) installation
- Department consisted of 9 permanent, 10 visiting, 16 affiliated faculty and 17 residents seeing 15,000 outpatients annually - Consolidated individual practices into a unified group with a single back-office - Reorganized support staff functions throughout department to improve efficiency/lower cost - Tripled monthly billed charges within one year with no net increase of MDs - Chosen as pilot site for integrated scheduling, managed care, billing and A/R system (IDX) installation
- Responsible for financial oversight of practice budgets for Ambulatory Care Division with $35M budget supporting 611,000 outpatient visits at the main campus and satellites - Involved in primary care practice start-ups and acquisitions strategy committee - Financial analyst responsible for analyzing prospective practice acquisitions
- Responsible for financial oversight of practice budgets for Ambulatory Care Division with $35M budget supporting 611,000 outpatient visits at the main campus and satellites - Involved in primary care practice start-ups and acquisitions strategy committee - Financial analyst responsible for analyzing prospective practice acquisitions
I was given the opportunity to work for the senior managers in the following areas: Ambulatory Care, Finance, Clinical Support, Information Systems, Patient Services, Human Resources, and Corporate Services. Experience included front line responsibility and project work.
I was given the opportunity to work for the senior managers in the following areas: Ambulatory Care, Finance, Clinical Support, Information Systems, Patient Services, Human Resources, and Corporate Services. Experience included front line responsibility and project work.
Program Trading Desk
Program Trading Desk
MBA
MBA
BSBME
Concentration: Biomedical Engineering
BSBME
Concentration: Biomedical Engineering
Leadership Development, Mentoring, Hiking
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