Glen Reiner

Developed and lead a team of 6 direct and 600 indirect employees, responsible for the design and implementation of sustainable revenue cycles strategies that optimize day to day operations, drive revenue cycle process improvement and cost saving initiatives, and ensure optimal billing, claim, and collection performance. Areas of responsibility include Hospital and Physician Revenue Cycles, Patient Access (IP / OP / ED Admitting, Specialty Clinics, Financial Counseling, Scheduling, and the Financial Clearance Center), Health Information Management, Medical Coding, Care Management, Patient Financial Services, Customer Service, and Revenue Integrity departments.
* In the first 12 months restructured Revenue Cycle leadership team, including identifying and onboarding 3 key hires
* Created both operational and executive dashboards demonstrating improvements in major KPI including reduction in AR, achieving 102% of cash collection goals,
decreasing denials, while increasing days-out for financial clearance and authorizations
* Successfully, led several enterprise wide initiatives/projects including DNV survey
preparation, No Surprises Act compliance, care transitions, and denials mitigation

Sovereign Healthcare specializes in ambulatory surgery centers and partners with select physician specialists and health systems to develop and execute on strategic plans for the next phase of healthcare. I Managed a team of 8 direct and 125 indirect employees including the Arizona CBO and the entire Revenue Cycle, Managed Care Contracting, and Decision Support teams. Member of executive leadership team; involved in setting vision, culture, structure, and strategy. Revenue Cycle leader in new-facility start-ups and M&A work.
* In the first 12 months reduced CBO annual spend by greater than $1M annually, while realizing improvements in all major KPI
* Successfully took on the Managed Care Contracting as well as Decision Support departments

* I was a member of Market Operations team, and was regularly the go-to guy for physician concerns and communications

nThrive is a revenue cycle management company that provides all the technology, advisory expertise, analytics and education programs providers need to thrive. $480M revenue with over 6,000 employees. I was responsible for direct management and oversight for complex client initiatives and accountable for a successful engagement, responsible for building strong relationships with senior client executives, leading the problem-solving process to drive high-value decisions, and contributing to the intellectual property creation. Recognized as a thought leader and subject matter expert in middle revenue cycle and contributes support to sales and product/solutions management.
* Successfully led full $450M per year revenue cycle for Health Care system that included three acute care facilities and over a dozen physician care locations
* Led a diverse team of experts through cultural challenges associated with mergers and acquisitions

* I was the deployed as the turn-around guy and they sent me anywhere that needed to service recovery, provider relations, or process turnaround

Oversaw total team of 350 case managers at five hospitals through tiered leadership structure with focus on academic medicine for acute care, children’s hospital, and psychiatric care. Provided strategic direction for team, along with coaching and mentorship to achieve strategic initiatives.
✔ Increased capture rate to top affiliated providers, which aligned acute care with providers’ workflow, as executive sponsor of post-acute alignment initiative (PAAI).
✔ Drove reduction in length of stay more than 20% via creation of multidisciplinary team to identify bottlenecks in workflow, effecting safe discharges in
patient-centered environment.
✔ Cut readmissions in half through post-discharge follow-up and transition to care programs.

Adreima provided patient-centered, clinically integrated revenue-cycle services to more than 600
hospitals in 38 states with 1,200 employees. As the Corporate Senior Vice President I reported directly to the CEO and Managed a team of 3 direct and 350 indirect employees and one-third of total revenue, was a member of the executive cabinet; involved in setting vision, culture, structure, and strategy for the division. I created the physician second-level review product and published in HFMA Magazine as well as the corporate blog. Previous roles in the company included Senior Director of Clinical Services, Director of Denials Management, and Legal Nurse Consultant/Clinical Auditor.
* Increased revenue and contribution margin by restructuring and tripling size of
coding department, thereby boosting efficiency and quality.
* Enabled company to respond quicker to workflow cycles with creation of offshore
relationship for small-balance AR and coding.
* Strengthened branding by shifting from service provider to solutions provider creating consistent methodology across operations