Brandon Christensen

Complete revenue cycle analysis for Critical Access and other rural market facilities.

Daily tracking and reporting of key performance indicators to the CFO, Administrator and DON, weekly analysis meetings with department heads, including Chief of Staff and monthly reports with detailed analysis, month-to-month comparison and action plans.

Multiple system implementations, including Razor, Athena and several Athena-preferred vendor products.

Immediate reduction in AR through coding and billing improvement.

Yearly cost reporting and cost settlement.

Managed Registration staff, remote coding team, remote follow up staff, on site HIM department, the RHC and SNF, as well as providing direction to all specialty department heads and the Medical Staff.

Contract analysis and CDM review, inclusive of providing price recommendation and activation and deactivation of procedures codes in the client's Charge Master.

Provided continuous onsite training.

Reviewed and provided comments on the adequacy of documents and took necessary steps to cure any deficiencies.

Project leader and motivator.

• Evaluated revenue cycle processes and established actionable methods to increase productivity and efficiency.

Traveling consulting for hospitals of any size or specialty but primary focus on Critical Access Facilities, providing AR analysis and first year cash acceleration goals for client.

Daily, Weekly and Monthly stats for all key performance indicators, providing trending detail and creating action plans based on areas in need of improvement.

Provided management with cash progress, at-risk trends and accurate cash forecasts based on billing formulas.

Successfully led key projects which resulted in streamlined coding, registration accuracy, physician education, and improved billing efficiencies which all ultimately led to cash increases.

Remote AR follow up and insurance credentialing.

Provided onsite training.

Managed the Contracting team which reviewed all payer agreements and identified variances in payment based contract rates and formulas.

Met with insurance carriers to address high dollar claims identified to be short-paid and fought for lost dollars.

Met with insurance writers to negotiate and revise payment methodologies, favorable to the facility.

Revised and implemented new policies subsequent to a centralized business office transition that merged four large hospitals in the Salt Lake City area into a single business office.

Performed all business office-related duties including follow up, cash posting, billing, and reconciliation of daily and monthly cash.

Worked simultaneously with four separate Early Out and Bad Debt vendors to resolve aging accounts and provide detail prior to legal.