Don Bates

Transformational Healthcare Executive with expertise in leading rural and community hospitals through periods of rapid change and financial recovery. Delivered multimillion-dollar turnarounds and implemented innovative technologies while fostering cultures that prioritize patient-centered care. Drove organizational growth through strategic planning and business development, achieving corporate goals by capitalizing on new opportunities and enhancing operational management.

• Interim CEO/Revenue Cycle Consultant, 09/2024, Present, Various Assignments, Provided clear vision, set priorities, and aligned revenue cycle goals with the hospital’s overall mission and financial targets., Addressed the impact of leadership vacancies on cash flow, collections, and compliance, preventing revenue leakage and operational drift., Mentored and motivated staff, reduced turnover, and maintained morale during transitions., Served as the primary liaison between executive leadership, board, and operational teams, ensuring transparency and trust., Ensured proper management of critical revenue cycle activities—billing, coding, insurance follow-up, denials management, and underpayment recovery—to protect against lost revenue., Identified inefficiencies, implemented best practices, and optimized workflows to improve KPIs such as collections speed, denial rates, and revenue integrity., Supported EMR/EHR transitions, ensured payer contracts were effective, and integrated revenue cycle functions with other departments (HIM, CDI, patient access)., Monitored compliance with coding standards, insurance rules, and regulatory requirements to avoid penalties and audits., Used analytics to track performance, forecast revenue, and identify trends or anomalies in collections and denials.
• President/CEO, 02/2016, 08/2024, Golden Plains Community Hospital, Borger, TX, Directed strategic transformation, leading the hospital's transition from for-profit to independent not-for-profit status, restructuring debt to save $1.3M, and securing $2M in Employee Retention Credit funding to strengthen financial stability., Expanded service lines and patient access by launching walk-in and rural health clinics, introducing telemedicine for multiple specialties, and establishing the Rural Nursing Education Consortium to address critical workforce shortages., Drove operational and revenue optimization, renegotiating the BCBS contract for a 19.5% reimbursement increase, reducing A/R days by 28 and DNFB by 8 within the first year, and boosting admissions by 45% through targeted physician recruitment., Led crisis management and community healthcare resilience, guiding the organization through the COVID-19 pandemic and a major EMR cyberattack, while implementing high-impact behavioral health and geriatric care programs that increased revenue by up to approximately $1,000,000 annually.
• President/CEO, 10/2013, 05/2015, Cloud County Health Center (now known as North Central Kansas Medical Center), Concordia, KS, Expanded clinical service portfolio by launching Cardiology and Oncology specialty clinics, creating new revenue streams and increasing access to advanced care in the community., Modernized technology infrastructure, leading to comprehensive IT overhaul and implementing CPSI EMR with integrated interfaces across Rural Health Clinics to improve efficiency and data accuracy., Influenced healthcare policy and strategy through leadership roles on the Kansas Hospital Association Council for Health Care Finance and Reimbursement and the Political Action Steering Committee., Strengthening regional collaboration and governance as a board member of the Sunflower Health Network, shaping strategic growth initiatives and multi-organization partnerships.
• Interim CEO, 07/2013, 09/2013, Trego County Lemke Memorial Hospital, WaKeeney, KS, Provided immediate stability and strategic direction while ensuring that the hospital continued to operate effectively.
• CEO, 07/2010, 05/2013, Palacios Community Medical Center, Palacios, TX, Directed strategic planning and execution, leveraging CPSI Electronic Health Record (EHR) implementation to optimize clinical workflows, improve patient data accuracy, and enhance operational efficiency., Spearheaded organizational vision, policy development, and cross-functional leadership, driving profitability and aligning business objectives with long-term growth strategies., Reduced Accounts Payable debt by $950K, cut Discharged Not Final Billed (DNFB) duration from 12 to 3.5 days, and increased electronic clean claim rates from 49% to 97% through process reengineering., Shortened Accounts Receivable days from 89 to 55 by instituting robust revenue cycle management practices, improving cash flow and financial stability.
• Business Office Director/Regional Business Officer Director, 01/1990, 12/2010, Tenet Healthcare & HMA (200+ bed hospitals), Phoenix/Mesa Market (Tenet) – responsible for revenue cycle management of 2 facilities, St. Louis Central Business Office (Tenet) – responsible for managed care billing/collections of 5 facilities, Western Division (HMA) – responsible revenue cycle management for hospitals located in Oklahoma, Missouri, Texas and Washington