Gaurav Kumar

• Led geographically diverse team that enabled and maintained positive cash flow for Sutter Health. Maintained Cash over 100% of the target during the transition to global team
• Regularly collaborated with C-suite leadership on opportunities for ongoing operational efficiencies, AR Management, Cash flow & Denials
• Liaised with executive leadership and represented services provided to clients, including: Acute & Professional fee revenue cycle services resulting in $700M annual payments
• Implemented Managed care playbook to strengthen providor payor relationships resulting in productivity increase and faster payments
• Reduced CFB days from it's highest point of 11.2 days to 2 (below target)
• Collaborated with senior management to develop strategic initiatives and long term goals.
• Identified opportunities to improve business process flows and productivity.
• Established performance goals for department and provided methods for reaching milestones.
• Hired and managed employees to maximize productivity while training staff on best practices and protocols.
• Delivered strong financial performance despite challenging economic conditions by executing prudent risk management strategies throughout all aspects of business operations.

• Drove revenue growth through successful market expansion strategies, identifying untapped markets and capitalizing on emerging trends and revamping the patient scheduling process resulting into increases patient satisfaction and reduction in denials.
• Created an agile working environment, enabling rapid response to changing business needs without sacrificing quality or performance standards.
• Developed organizational capabilities through leadership development programs designed for current leaders as well as high-potential individuals identified within the workforce.
• Developed strong relationships with key industry partners, fostering collaboration and mutual growth opportunities.

• Managed five Quorum location from California to Texas.
• Reduced Denials and increased cash collections
• Manged the Patient Access team from Scheduling to Registration
• Drove revenue growth through successful market expansion strategies, identifying untapped markets and capitalizing on emerging trends.
• Created an agile working environment, enabling rapid response to changing business needs without sacrificing quality or performance standards.
• Developed strong relationships with key industry partners, fostering collaboration and mutual growth opportunities.
• Developed organizational capabilities through leadership development programs designed for current leaders as well as high-potential individuals identified within the workforce.

• Responsible for the leadership, direction, planning and overall operation of a $550M Financial Services Department with approximately 35+ staff
• Streamlining efforts resulted in: Development of Revenue Cycle key performance indicators
• Renegotiated vendor management rates resulting in annual reduction of $1.2M
• Increased clean claim ratio from 56% to 87%
• Reduced accounts receivable days from 52 to 47
• Managed budgets effectively to ensure optimal use of resources while maintaining financial stability.
• Denial management process improvements result in $2M net improvement in 2018 with 2019 net projected improvement totaling $3M
• Developed payer scorecard to monitor payer performance and improve negotiation process
• Redesigned self-pay collection process to include: Online payment portal, Revised patient statement, Propensity to pay scoring, Patient payment conversion to 835 file format
• Developed and launched system-wide late charge reduction plan
• Revamped collection process with improved quality, appeal success rate and increased productivity.

Responsible for co-managing $800M NPSR facility operations and business office functions ensuring daily operations maintained according to standard with approximately 4 direct reports and 184 indirect reports.

· Implemented follow up technology for AR management and productivity tracking

· AR days reduced by 25% | Denial reduction of 3%

· Lead Physician Revenue Cycle Steering Committee

· Managed physician relationship, organized physician training sessions and shared monthly financial data

· Initiated and managed legacy AR reduction project

· Managed physician credentialing and out of state enrollment process

· Managed offsite inpatient and outpatient coding teams

· EMR conversion from Invison to EPIC

Responsible for overseeing facility operations of Patient Access and Self Pay Conversions, ensuring daily operations maintained according to standard with approximately 35 staff for a $250M teaching hospital.

· Increased Patient access collections by more than $250K per month

· Increased prior balance collections to more than $1M per year

· Launched and managed financial clearance process for all scheduled patients

· Initiated cross training program between Patient Access and Patient Financial Services

· Facilitated EMR conversion from Meditech Magic to Meditech Client Server

• Directed overall operations for R1's (Accretive Health) Patient pay initiatives
• Responsibilities included the management of cross functional teams in the United States and India
• Managed various initiatives including self-pay, reduction of aged accounts receivables and launching patient loan program
• Standardized financial reporting and developed offshore return mail team.

• Responsible for front end / patient access operations, self-pay conversion, aged AR reduction project and financial counseling
• Redesigned the front-end processes to improve customer service and financial counseling, assisted the HIM Manager in the implementation of new record keeping systems, developed productivity standards
• Restructured the physician billing system into a separate entity and increased net cash collections from 25% to 44% in less than one year.

• Implemented Patient Access based technology in more than 15 hospitals and trained more than 800 users on R1's (Accretive Health) proprietary front and back end tool.
• Responsible for development of training material and training strategy for hospital-based revenue cycle end users.
• Introduced innovative teaching methods to optimize learning outcomes within diverse working environments.