Chicago, Illinois, United States
•Contract at New Jersey Urology •Implemented Rapid Retest functionality between the Epic system and the Waystar clearinghouse, allowing claims with resolved external errors to be sent out immediately instead of waiting an entire business day •Led a comprehensive training of end users on SlicerDicer reporting functionality, exposing and educating them on different data models available for billing and claims use cases, and promoting self-sufficiency by end users no longer needing to reach out to the IT analyst teams as often for reporting requests •Conducted a revamp of credit WQs and credit automation, aligning more closely with Foundation System and enabling less manual review needed to be done by end users, including implementing automated generation of refund requests for hundreds of patient payments needing to be refunded per week •Designed custom charge correction workflows to meet the organization's unique needs regarding replacement claims and charging compliance •Prepared the application and business teams for a triple-version Epic upgrade by reviewing release notes, prioritizing new features, and communicating system changes to end users
•Contract at Covenant HealthCare •Automated the resolution of provider-level adjustments (PLBs) at two Community Connect organizations, saving each organization 20 hours per month (250 monthly transactions at each site, taking 5 minutes to resolve manually) •Redesigned refund approval and integration with Accounts Payable system processes, previously maintained in a manual spreadsheet outside of Epic, for a Community Connect organization, saving the team 7.5 hours per month by streamlining the entire process into the Epic system (30 monthly refunds taking 15 minutes each) •Resolved RHC/FQHC payment posting issues by investigating and addressing root causes, which often were related to misconfiguration of outgoing claims from the system. Worked with business stakeholders to initiate communication with payers in instances where payers were sending noncompliant remittance files •Mentored three junior-level FTE analysts, all certified within the past year, on approaches to investigating and resolving issues, leading meetings with users, and identifying optimization opportunities •Closed an average of 25 operational tickets per month, all medium to high complexity
•As a member of the Strategic Transformation Engagement and Pursuit (STEP) team, work with clients to learn about their complex issues and gain an understanding of the financial focus on technology innovation in large enterprises •Advise customers on moving from manual processes that involve debt to automated processes that free up capital •Conduct research to help customers have insight into where they differentiate in regard to technology •Develop and improve points of view, slideware, proposals, workshop content, and various project-specific deliverables •Lead meetings with external partners whose products/services may be recommended to the client, developing an understanding of their capabilities and to what extent they fit in and add value. Analyze costs as compared to NTT’s services •Mentor and provide subject matter knowledge to 3 entry-level consultants, and assign and provide feedback on their work
•Contract at SCL Health •Participated in SCL Health’s Foundation System Refuel project, analyzing Epic’s model build across all PB functionality and to what extent it fits in with SCL’s desired system behavior and can be implemented •Analyzed SCL’s system build, looking for custom setup that can now be replaced with Epic’s standard build •Led PB and HB security class revamp initiative, investigating the dozens of existing security classes in SCL’s system and proposing consolidation into ~10 security classes •Collaborated with colleagues from different clinical applications on various charging improvements
•Conducted interviews with internal stakeholders from 10+ global functions, gaining an understanding of their needs regarding digital signage hardware and software in their work. With these findings, defined a target future state and performed gap analysis to identify roadblocks preventing from getting to it from the current state •Researched digital signage software vendors, assessing their offerings and prices as related to identified gaps within the organization. Initiated contact with and led formal conversations with 3 shortlisted vendors •Recommended a vendor and a 3-year strategy roadmap for achieving target future state, considering factors such as functional priority, ownership, and ROI measurement, and estimating annual savings of $24K per manufacturing plant •Presented findings to committee of 6 senior leaders in Global Information Systems at the end of the project