Our Healthcare & Consulting Services

Our Mission is to help you achieve financial and business success.

Interim Manager

Accounts payable; billing and accounts receivable; bank reconciliation; financial and management reporting; HR and payroll support; bookkeeping and month-end close; QuickBooks support; general management and problem-solving support.

Business Manager

Full-service QuickBooks, including QuickBooks setup and training; weekly reconciliation; document collection and storage; expense management; payroll reconciliation; job cost allocation; electronic bill payment.

Practice Administrator

Dynamic executive; proven practice management; lower practice overhead; increase practice efficiency; reduce accounts receivable; change agent; strong interpersonal skills; excellence in patient service; strong accounting background; 30 years’ practice management, high level of trust.

Contract Management

Interim central billing office management; interim practice management; process redesign; practice turnaround; change management strategies.

Let us partner with you to help you be more successful.

Clinics

Access Sports Medicine

Formally Orthopedic and Hand Surgery Associates

My role at Orthopedic and Hand Surgery Associates was as business manager where I worked closely with the three physicians to help them grow their practice and increase their market share. Under my leadership, we started Exeter Therapy Associates and opened up a new practice location in Plaistow, New Hampshire.

www.accesssportsmed.com

Tennessee Orthopedic Alliance

Formally the Lipscomb Clinic.

As practice administrator for this clinic, drove unprecedented growth, including 150% increase in collections and a 10% decrease in overhead.

Assisted in the development and implementation of a strategic plan which successfully increased workers’ compensation referrals. Instituted operational improvements emphasizing patient collections and netting increased revenue of $500,000 the first year. Purchased a new 30,000 square foot facility to create a state-of-the-art orthopedic facility, including school therapy, imaging, orthotics, and multiple practice offices.

www.nhoc.com

Greater Pittsburgh Orthopedic Associates

Pittsburgh, PA

As chief executive officer, reengineered a practice of 14 orthopedic surgeons, six mid-level providers and 110 support staff with net revenues exceeding $13 million annually.

This was a merger of two prestigious orthopedic groups in Pittsburgh Pennsylvania.
Reduced accounts receivable by $5 million; increased collections by $2 million. Reduced days in accounts receivable from 110 to a current 34.

www.GPOA.com

New Hampshire Orthopedic Associates

Formally the Orthopedic Center

As practice administrator, performed an internal evaluation and review of all aspects of the 14-provider practice, resulting in an action plan with over 20 recommendations to the shareholders.

Assisted in the development and implementation of a strategic plan which successfully increased workers’ compensation referrals. Instituted operational improvements emphasizing patient collections and netting increased revenue of $500,000 the first year. Purchased a new 30,000 square foot facility to create a state-of-the-art orthopedic facility, including school therapy, imaging, orthotics, and multiple practice offices.

www.nhoc.com

Longwood Orthopedic Associates

Chestnut Hill, MA

Practice administrator who managed a practice of 11 providers and 15 staff.  Grew the organization’s gross receipts in the first year by over $350,000 through reduction in accounts receivable and increasing practice efficiency. Inputting existing electronic medical records into the E-Clinical database recently resulted in 100% utilization for both positions and staff.

Successfully developed a revenue cycle operation to collect high-deductible patient balances, patient co-pays and reduced accounts receivable over $2 million without the use of a collection agency. Grew the independent medical exam business through the recruitment and retention of a medical legal coordinator and additional position participation that increased business over 200%. Responsible for the management and audit of Medicare programs for meaningful use and PQRS compliance.

www.LongwoodorthopedicAssociates.com

Consulting Projects

Navigate Consulting Inc. Formally Ethos Partners.

Contract Consultant Revenue Cycle

Developed a turnaround plan for Hinsdale orthopedics that increased collections by $5 million within the first year.

Spearheaded an out-of-the-box strategy that resulted in hiring a paralegal as part of improving the practice operations and increased revenue over $2 million the first year. As a result of the change in operations, front office collections can increase revenues by 300%.

www.hinsdale-orthopedics.com

Androscoggin Valley Hospital

Interim Specialty Practice Administrator

Managed three specialty practices including orthopedics and sports medicine, ear nose and throat, and obstetrics and gynecology.

Recruited new physicians to the hospital practice. Worked closely with the vice-president of medical affairs to integrate the hospital-owned practices as a department of Androscoggin Valley Hospital. Assisted in the hiring of a new practice administrator and worked with the vice-president of medical affairs to create operating efficiencies and financial reporting for specialty practice development.

www.avhnh.org

HealthPoint Medical Group Revenue Cycle Project and Interim Manager

Senior Healthcare Consultant Hayes Management Services

Provided a detailed analysis of accounts receivable management department including several key areas for immediate attention. Worked in a difficult situation in that many of the shortcomings that were identified were within the scope of my primary contact at HealthPoint.

Following this initial engagement I was asked to serve as interim director of HealthPoint Central business office. I became an active member of HealthPoint senior management team in this capacity. I had operational responsibility for the business office overseeing a staff of three managers and 30+ employees. During this project I was asked to recruit and orient the new director, and throughout the project I implemented many of the improvements identified in the initial assessment.

www.healthpointmedicalgroup.com

Columbia University

ColumbiaDoctors the Physicians and Surgeons

Major initiative to standardize revenue cycle policies and procedures coupled with the training program for Columbia University’s facility practice organization. The facility practice is an entity with approximately 1200 physician members.

I did a masterful job heading up a project team that included members from the revenue cycle team, clinical departments, and internal audit in various system support groups. Throughout this project I demonstrated an excellent working knowledge of best practices and GE billing platform and management skills to get various individuals to work toward common goals. I worked very closely with Thomas Chaco, the chief financial officer, in all aspects of the project.

www.columbiadoctors.org

Practice Dynamics, Inc.

LifeBridge Health

As a healthcare consultant I was engaged by Practice Dynamics, Inc. to perform an operational assessment for the medical billing company of LifeBridge Health in Baltimore Maryland. To perform this assessment,  Hayes employed techniques from its MD approach methodology by interviewing key stakeholders and staff to collect information and data for the project.

The approach used for this project was revenue cycle based. The analysis allowed me to work with the team to observe and recommend operational changes and review business processes and workflows.

The assessment included:

Operational performance (process flows)
A/R performance (review of billing and collection history)
Cost survey (measures and benchmarking)
Staffing analysis (staffing ratios, staffing models, and benchmarking)
General observations

www.lifebridgehealth.org