Interim CFO - Geary Community Hospital 2015-08 to 2017-01
Rural Community Hospital, Junction City, KS
Reporting to: Dr. Joseph Stratton CEO
Position: Interim Chief Financial Officer
Systems:
McKesson - Paragon EHR
EHS/Greenway - Practice Management Software
McBee & Assoc - Home Health & Hospice
Project Work:
Initial 3 month contract was extended to 17 months. Four major areas of attention had to be addressed; Purchasing, Financial Accounting, Payroll, and Revenue Cycle. The Controller and Directors of Purchasing and Rev Cycle were replaced. A daily cash management and monthly cash reconciliation was instituted to together with a monthly balance sheet reconciliation process including an organized JE control format. A documented contractual model was programmed with Monarch to account for AR changes in both the facility and the multiple Physician Clinics. A system to balance Fixed Assets was developed and monitored by the Accounts Payable department. A proper AP accrual system was developed and reconciled to the month end GL balance. Purchasing established inventory controls and monthly reconciliations to the GL. Collection companies were monitored and more informative reporting was developed. A point of sales collection was established, and clinic billing was revised to properly account for facility billable procedures. An estimate of over $1MM was effected over the seventeen month contract term.
Various short term Consulting Engagements 2014-12 to 2015-08
Advanced Analytical Services, LLC
Systems:
In-house financial systems review and consulting
Project Work:
Year-end tax compliance for LLC and Individuals. Development of tax classifications from bank statements utilizing Monarch and command line scripts.
Interim Controller and Consultant – Healdsburg Distric Hospital 2014-01 to 2014-12
Critical Access Hospital (CAH) North Sonoma County-CA
Reporting to: John Parigi CPA – Interim CFO
Position: Interim Controller and Consultant
Systems:
Complete HMS shop
Project Work:
This project initially started as a consulting engagement and quickly turned into an interim Controller position; performing all banking, funds transfers, payroll, accounts payable, and month-end close. A re-organization of internal processing procedures & controls, financial reporting analytics, and a paperless office were developed. A labor metrics was developed and presented to the CEO and CFO for implementation. Estimated first year savings was just under $1MM.
Consultant – Consulting to NSH - 22 facility organization 2013-06 to 2013-08
McGladry Consulting: sub-contractor
Reporting to: John Parigi CPA - Project Manager Chicago Home Office
Position: Consultant
Systems:
Meditech, Ceridian Downloads, & Monarch Financial Stmt Analytics
Project Work:
This project involved the compilation, analysis, and building a man-hours metrics system of productivity measures with both financial and time & attendance data drivers
Interim ACFO – Deaconess Memorial – Spokane, WA 2012-11 to 2013-05
388 Bed Medsurg Hospital – (CHS Subsidiary – Nashville, TN)
Reporting to: Dan Houghton, CFO
Position: Interim Assistant Chief Financial Officer
Systems:
Meditech, HMS, Hyperion, and Monarch Financial Stmt Analytics
Project Work:
This project involved the overseeing the financial operations of a 388 Med-surg hospital, reorganizing month-end controls, financial reporting analysis, and documentation of Net Revenue controls. Developed a contractual model for accounting for and predicting outlier cases
Interim CFO – HealthPoint Health System 2012-09 to 2012-11
Medsurg Hospitals – Gallatin, TN (Lifepoint Subsidiary)
Reporting to: Susan Peach CEO
Position: Interim Chief Financial Officer
Systems:
Meditech, HMS, Host, Sharepoint, Lawson Payroll, and Monarch Financial Statement Analytics
Project Work:
This project involved overseeing the financial operations of a 250 bed Med-surg hospital, two critical access hospitals, home health, hospice, and physician practices.
Healthcare Consultant and Auditor – An Infinite Mind, Inc 2012-04 to 2012-08
Non-profit education organization
Reporting to: Jaime Pollack - Director
Position: Auditor/Consultant
Systems:
Quickbooks
Project Work:
Financial Statement Review and Certification: Engaged to perform a review and certification of financial statements to enable client the ability to file for grants.
Interim CFO – Kit Carson County Health Services District 2011-09 to 2012-04
KCCHSD - Critical Access Hospital (CAH) – Burlington, CO
Reporting to: Dr. Joseph Stratton CEO
Position: Interim Chief Financial Officer
Systems:
Sage Pro, Quick Books, Monarch Deployment & Data mining for Financial Stmt Development
Project Work:
Initial 3 month contract was extended to 8 months. This project involved the complete re-engineering of financial reporting, establishment of internal control policies and procedures, participative budget development, and financial analytics. Client personnel were instructed in proper revenue cycle and AP close procedures, cash reconciliations, and financial analysis procedures. Achievements included the annual budget presentation, selection of replacement external audit firm, documentation of monthly financial procedures, correction of payroll reporting, selection of an EHR system, accounts receivable and cash reconciliations, and the complete documentation and procedure development for AP/Payroll/Financial Reporting. Month-to-date control metrics developed in payroll and accounts payable; installation of an upgraded information system into a unified and consolidated format. The external auditors estimated the audit time was reduced by several weeks due to the establishment of stronger internal controls and reporting accuracy improvement.
Interim CFO – Oglethorpe, Inc 2010-10 to 2011-02
Behavioral Health and Rehab Facilities Tampa, FL (OH, TX, FL)
Reporting to: Executive Team
Position: Interim Chief Financial Officer
Systems:
HMS, Quick Books, Monarch Deployment & Data mining and Financial Stmt Development
Project Work:
This project involved forensic accounting and system analytics. Several reporting discrepancies were discovered and accounting improvements resulted; introducing the Financial Officer to more current accounting practices and report streamlining. Daily and month-to-date control metrics were developed; integrating multiple disparate systems into a unified and consolidated format.
Interim Director of Finance – Physician Services 2010-02 to 2010-10
St. Vincent’s Medical Center – 500 bed multi-service healthcare system (FL)
Reporting to: Brian Regan - CFO
Position: Interim Director of Finance
Systems:
SMS, eClinical, Cognos Reporting, Monarch-data mining and report generation
Project Work:
Physician Services is responsible for all patient and financial accounting for physician services. There are several legal entities comprised of 50 plus physician practices. Initial physician contract review, bonus calculations, and financial analytics is the primary focus. Secondarily is system review and streamline of financial operations. By restructuring the month-end financial reporting requirements the month-end process was reduced from two weeks of manual data manipulation to six hours of program execution. A twelve month review of detailed contract terms resulted in determining over $900k of payment errors.
Healthcare Financial Analytics and Data Mining 2009-11 to 2010-02
Mineral Area Regional Medical Center – Farmington, MO
Reporting to: Donald McDaniel - CFO
Position: Consultant
Systems:
HMS and HOST
Project Work:
Project consisted of financial policy and procedures, focusing on cash and the accuracy of its reporting. Business office staff was instructed in proper cash recognition with P&P development for daily cash balancing. AP and Cash data mining models were built, documented, and taught to the CFO, Controller, and appropriate directors. During the review of cash controls an excess of $800k of cash was uncovered that was missed in the corporate acquisition due diligence stage of the facility’s purchase.
Merger and Acquisition Analysis and Due Diligence 2009-07
Executive Healthcare Services, LLC
Reporting to: John S. Parigi III - President
Position: Healthcare Financial Consultant
Systems:
Not Applicable
Project Work:
This project consisted of performing the due diligence work for a potential healthcare system acquisition. The scope included financial performance analysis, balance sheet review, historical business review, interviews with staff members, and interviews with physicians.
Financial And Information Systems Assessment 2009-06
Home Health United – [HHU] Madison, WI
Reporting to: Rick Bourne - CEO
Position: Healthcare Financial Consultant
Systems:
McKesson Horizon, CAU, Great Plains AP/PR Financials, FRx
Project Work:
HHU provides healthcare services of Home Health Services, Home Medical Equipment, Hospice, Community Health & Wellness, with a Foundation. This project consisted of performing the due diligence work for a potential healthcare system acquisition. The scope included financial performance analysis, balance sheet review, historical business review, interviews with staff members, and interviews with physicians. During the investigation several internal controls and accounting short-comings were brought to the attention of Administration; resulting in more accurate financial reporting and reorganization of the accounting procedures.
Interim CFO 2008-11 to 2009-06
Glenwood Regional Medical Center – West Monroe, LA (IASIS Subsidiary)
Reporting to: Ron Elder – CEO
Position: Interim Chief Financial Officer
Systems:
McKesson STAR, Lawson AP/Purchasing Financials, Hyperion
Project Work:
The immediate assignment is to perform the functions of the CFO until a permanent replacement can be found. Required is heavy systems analytics, budget preparation, and revenue cycle management. A Px/Vol variance model has been developed in helping manage cost anomalies.
Healthcare Reimbursement Consultant 2007-07 to 2008-02
Baptist Hospital System, Knoxville, TN
443 Bed,4 facility Campus, with a 26 bed Psych, 25 bed SNF unit, and Home Care and Hospice Units
Reporting to: John Parigi - Chief Financial Officer
Position: Interim Chief Financial Officer
Systems:
McKesson STAR, Lawson AP/Purchasing Financials, Hyperion
Project Work:
The main project concentration focused on the development of a documented policy and procedure model for all healthcare reimbursements. The resultant product was a reimbursement manual over 100 pages in detail. This process also entailed identifying the weaknesses in the revenue cycle and control of the system’s operating expenses.
Interim CFO 2007-04 to 2007-06
Danville Regional Medical Center – Danville, VA (LifePoint Subsidiary)
350 bed med-surg facility – 50 bed SNF
Reporting to: Art Doloresco – CEO
Position: Interim Chief Financial Officer
Systems:
McKesson STAR, Lawson AP/Purchasing Financials, Hyperion
Project Work:
This interim position became vacant as the former CFO pursued other opportunities. The initial challenges are to control expenses and determine the causes responsible for the wide swings in the revenue cycle results. Supported corporate’s internal audit team in building a complete balance sheet reconciliation that had been neglected for several months.
Interim CFO 2006-10 to 2007-03
Palmetto Lowcountry Behavioral Services – Charleston, SC (PSI Subsidiary)
Four facility behavioral health system providing both inpatients and outpatient services
Reporting to: Daniel J. Body Esq – CEO
Position: Interim Chief Financial Officer
Systems:
Full HMS shop
Project Work:
This position became vacant as the former CFO started a private practice. As interim CFO I was faced with the revenue cycle management of four facilities. The accounting department lacked experience (and personnel) in the positions of controller, accounts payable coordinator, and senior accountant. The facility had just completed a major accounting system conversion requiring the development of a chart of accounts cross-over and the development of programmatic management reporting. A second system conversion was undertaken in the payroll time and attendance system.
Major accomplishments at Palmetto included the development of programmatic projection models, hiring of key personnel, development of a daily net revenue tracking system, daily and bi-weekly position control with tracking of productive, non-productive, and overtime man-hours. A user friendly variance analysis reporting was developed that help explain financial variances due to price and/or mix variances
Interim CFO 2006-07 to 2007-08
Evanston Regional Hospital – Evanston, WY
42 bed acute care (CHS Subsidiary)
Reporting to: Ben Quinton - CEO
Position: Interim Chief Financial Officer
Systems:
Full HMS shop
Project Work:
This position became vacant as the CFO of fourteen years was transferred to a sister corporation. With the assistance of the controller, we were able to document the month end procedures and standardize the closing format. A daily man hours reporting metrics was also tightened and reported. Upon arrival of the new CFO, a brief transition period ensued wherein I trained him in some basic data mining techniques.
Interim CFO 2006-04 to 2006-07
Woodland Medical Center – Cullman, AL
100 bed acute care facility with a psychiatric wind and swing beds (CHS Subsidiary)
Reporting to: David Fuller, MBA, CHE – CEO
Position: Interim Chief Financial Officer
Systems:
Full HMS shop
Project Work:
This project was mostly maintenance in the sense it was a well-organized facility. I introduced the accounting staff to various data mining techniques through the use of Monarch software and MS Excel pivot tables. An accomplishment at WMC was the completion of a detailed pro-forma and a ROI presentation for a capital expenditure request for major radiology imaging equipment.
Interim CFO 2006-02 to 2006-04
Stark Memorial Hospital – Knox, IN
53 Bed – Acute Care Hospital with Swing Beds (LifePoint Subsidiary)
Reporting to: Brian Dietz - CEO
Position: Interim Chief Financial Officer
Systems:
Full HMS shop
Project Work:
Stark Memorial Hospital is a small rural hospital that had some serious reporting concerns. While acting as the interim CFO, I established a daily man-hours reporting metric and instituted a daily cash flow reporting procedure. I hired an interim BOM to assist in the control of cash collections and timely billing
Interim CFO 2005-12 to 2006-02
Shasta Regional Medical Center – Redding, CA
246 bed multi-specialty hospital (HPA Subsidiary)
Reporting to: John Parigi - CEO
Position: Interim Chief Financial Officer
Systems:
Full HMS shop
Project Work:
The primary focus of the engagement was the development of an Accounts Payable reconciliation, vendor analysis, and corresponding cash reconciliation. The engagement expanded to include the documentation of expenditure approvals and the institution of policies governing the coordination of the purchasing and accounts payable departments.
Internal Sarbanes Oxley (SOX) Auditor 2005-10 to 2005-11
Lake Wales Medical Center – Lake Wales, FL
154 bed acute care hospital (CHS Subsidiary)
Reporting to: Rick White – CFO
Position: Internal Audit Consultant
Systems:
Full HMS shop
Project Work:
This project was a short six (6) week project that required a complete testing of the facility’s compliance with CHS’s internal SOX requirements. Two major deficiencies were uncovered in the areas of fixed assets and labor management. These discoveries required me to work with the client in the construction of an asset reconciliation program and the development a reconciliation process for the client’s time and attendance system.
Interim CFO 2005-07 to 2005-10
Coastal Carolina Medical Center – Hardeeville, SC
50 bed med-surg hospital (LifePoint Subsidiary)
Reporting to: Eric Deaton - CEO
Position: Interim Chief Financial Officer
Systems:
Full HMS shop
Project Work:
Along with the responsibilities of being the interim CFO, I also coordinated the Sarbanes Oxley audit and created an accounts receivable (AR) verification model. What started out as a few weeks audit project turned into a several month financial reporting support engagement as the client became very pleased with my systems expertise. This was a natural lead in to the creation of daily cash reconciliations with patient accounting posting. Up to this time, there were only monthly bank reconciliations with few controls for daily or weekly safe guards.
The initial engagement as an interim CFO was extended to be a healthcare consulting agreement. I developed a detailed, patient level, accounts receivable aging/financial class/reimbursement reconciliation program and a daily man-hours reporting with metrics. An additional assignment was to help in the migration and reconciliation of a system conversion from McKesson to MEDITECH. Part of the conversion dove-tailed with my previous work as a complete patient AR conversion table was required.
Healthcare Financial Consultant 2005-12 to 2006-02
Ardent Regional Medical Center – Albuquerque, NM
250 bed med-surg, 50 bed rehab, 25 bed hospice
Reporting to: Brian Vaughn – CFO
Position: Chief Financial Officer
Systems:
Full HMS shop
Project Work:
This engagement was expanded to full development of an operating budget for ARMC’s three healthcare facilities. During the budget process it was necessary to create a chart of accounts (COA) “bridge”, a price-volume variance analysis, three different reimbursement models, and a complete analysis of the historical revenue and usage. A cash flow model was required to account for the various payer classifications and managed care models.
The reimbursement model constructed revealed excessive misclassification of revenue charges during the past year. Due to the work product produced, the initial four (4) week contract was extended to ten (10) weeks to assist the CFO in further financial modeling.