Pros: great organization and servxces to the public
Cons: poor skills of senior revenue department management
I was hired as the Interim Director of Billing. My immediately responsibility was to improve relations with clients so as to improve billing and collection activities and implement process improvements.
The environment was politically difficult with staff, due to the poor relations with the department director out on maternity leave and my supervisor the Vice President of Revenue.
I had to build relationships, gain trust, identify needed process improvements and implement the changes immediately. I was successful.
My engagement was initially for 3 months and was extended for an additional 3 months to allow my improvements to become sustainable.
I hired and trained new staff, embraced the talents of the current staff and reorganized daily activities for efficient services to physician clients and all payers of the medical claims.
I worked with senior management and improved department response times for inter-departmental requests, I wrote and implemented corporate policy for client and inter-departmental protocols and activities.
While it was difficult to work with the resistant and uncooperative department supervisor and her loyal staff, within 3 weeks from starting the job I improved billing process so that on Dec. 06, 2011, my department billed out $12,622,000.00 in one day.
The most enjoyable part of the engagement was jointly celebrating the department's achievement of collecting 95% of the $12,622,000.00, enabling the department to exceed the year end Novartis corporate goal by $2,000,000.00!