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Consultant Spotlight: Heather Lautman

Courtney Patterson - Wednesday, July 19, 2017


 

Heather Lautman is a Managing Consultant who specializes in revenue integrity and charging. 

 

What projects have you focused on at Sagacious Consultants?

 

My projects most recently are focused on supporting our client’s Revenue Integrity (RI) areas: the department in middle revenue that sits between clinical and billing operations. In these engagements, we assess the people, process, and technology for Revenue Integrity. We look at clinical charging workflows, late charge data, analysts’ daily tasks, and revenue monitoring strategies, for example.

 

With the transition to new EHRs, charge producing workflows are heavily dependent on front end, clinical input. Due to this often large, cultural shift in organizations, we see the need for an augmented focus on revenue management and oversight. What was once known as a one-person CDM team is now a larger, more strategic revenue department focusing on overall revenue management in addition to CDM maintenance responsibilities.

 

What project are you especially proud of?

 

In the past two years, I have worked on four different Revenue Integrity projects and I do not know if I can pick a favorite! Each RI manager or director was fantastic to work with, and for each engagement I was most motivated by their enthusiasm. The directors and managers were excited to receive attention in their area and have a resource to discuss their process and operational questions. I am proud of the support I have been able to provide to these directors and managers in each assessment.

 

How have you seen the healthcare industry change during your six years of working with EHR systems?

 

The healthcare industry is fluid, with changes spurred by new regulations or new advances in technology. What I see most is the need for clients to dedicate the time and resources to Revenue Integrity. This is often an overlooked area of the revenue cycle as we typically see engagements strictly focus on the true back-end: follow-up, coding and denial workflows. The middle-revenue cycle is the connection point between clinical and billing that, once mature and strategic, can really reduce operational headaches.

 

What are your best skills you can offer to healthcare clients?

 

The best skills I can offer consist of my problem solving skills combined with my experience with operational and EHR complexities as they relate to Revenue Integrity. With moving pieces and multiple levels to issues, assessing and addressing opportunities within RI is a complex task and where my problem solving skills come in most handy!

 

What was your most challenging feat in the last two years, and how did you overcome it?

 

Designing the methodology for the RI assessment was a personal challenge for me. The effort was well worth it when we had our first client. We have refined parts of the process since then; for example, expanding on the operational indicators and key performance metrics used to quantify the net revenue and cash acceleration opportunity that exists at each client and would be obtained through an RI optimization project. Our clients come away with a clear understanding of next steps for implementing improvements through our methodology.

 

How do you like to spend your time when you’re not working?

 

Skiing in the winter and biking in the summer! Colorado is a wonderful playground!

 

Any big goals for 2017?

 

My number one goal for 2017 is to continue work within Revenue Integrity. I am excited to see who we will be able to assist next.

 

 

 

Improving the Revenue Cycle by Managing Referrals

Courtney Patterson - Tuesday, June 27, 2017


 

 

by: Kristen Hill

 

Healthcare organizations are always looking for new ways to improve revenue cycle performance. In recent years, the focus on patient access initiatives has moved further upstream to address the physician referral process. Having a strategic and coordinated approach to referral management will not only improve the financial performance of the organization by increasing referral capture and conversion, it will also improve the patient’s experience through better coordination within the system.

 

There are two key measures to track when evaluating and monitoring your organization’s referral management process:

 

Referral Capture: Referral capture has two components – the first is improving the rate at which physicians refer patients into the system. One approach that has yielded organizations measurable results is with physician scorecards that quantify key performance indicators and highlight referral patterns. These metrics can then be used to have meaningful conversations with physicians about removing referral barriers and increasing referrals into the organization by improving electronic health record (EHR) build and processes.

 

The second component of referral capture is improving the organization’s ability to turn an order or referral into a scheduled appointment. Better utilization of technology, improved workflows within scheduling, and increased accountability acting upon referrals within patient access will all help improve referral capture.

 

Referral Conversion: Referral conversion relates to the rate at which a scheduled appointment becomes a realized visit. Improving the no show and cancellation rate will directly impact the referral conversion rate and increase the number of patient visits within the organization. Initiatives that focus on improving patient communications, streamlining financial clearance processes, and optimizing scheduling workflows & technology will all have positive impacts on the referral conversion rate.

 

Referral management is a key step in the patient access process that has an impact on many downstream functions. Optimizing and streamlining the people, process, and technology that enables this function is critical to the overall health and success of the revenue cycle.

 

4 Ways to Get Revenue Integrity Right

Courtney Patterson - Monday, June 26, 2017

by: Heather Lautman

 

 

The “middle” of the healthcare revenue cycle – loosely speaking, everything that happens between patient access and billing – was overlooked for a long time, although many successful organizations have tuned in to the opportunities here. As most practitioners know, some aspects of revenue generation have been moving out of the back office and into the clinicians’ offices, exam rooms, and nurse stations. As more people touch the revenue cycle, it can get harder to manage: EHR/RCM training, workflow tracking and optimization, and charge management, to name a few complexities.

 

An effective, empowered revenue integrity (RI) team or department should manage these complexities and serve as the middle revenue bridge to connect the clinical and billing worlds. The RI team should be a dedicated group of resources who work directly with professional billing, hospital billing, and patient access teams – and directly with clinicians who are responsible for documentation and charging workflows. When RI has an equal place at the table, they don’t just manage the CDM – they coordinate among the revenue cycle and other teams who affect the accuracy of charging, and they contribute to your organization’s financial health.

 

How can you make sure your RI team does their best work? Here are four critical things to get right:

  •  
  • 1. People: Get the right people in the right roles. This is a prerequisite for revenue integrity. The organizational structure should reflect the importance of RI and have leadership that is empowered to make change. This will allow you to work through revenue-related challenges more efficiently.
  •  
  • 2. Process: RI needs to build relationships with clinicians, and needs a strong communication strategy to do so. This should include clear escalation paths, strong change management processes, CDM/Charging policies, and productivity monitoring. With effective communication and feedback loops, RI helps align revenue goals with patient care delivery, making sure charges bill correctly. Fully engaged clinical departments that understand their part in the revenue stream will have a positive impact on revenue.
  •  
  • 3. Technology: RI’s tools for analysis, troubleshooting, and managing revenue are built into the EHR; for example, RI needs accessible dashboards and accurate reports. Technology is also a factor in workflow design, so that charging workflows do not hinder patient care.
  •  
  • 4. Charging: Charging initiatives and fully engaged clinical departments are more effective when you have a strategic revenue integrity area. The numerous charging workflows must be centrally organized and managed. Programs such as the Charging Accountability Owners will help lead to successful charging practices.

 

Problems you see in the billing office—clinical denials, follow-up, missing charges—have root causes stemming from the front-end of patient care, at registration and clinical documentation. Focusing on revenue integrity will enable you to prevent and resolve issues at their source.

 

Eager to streamline revenue, decrease preventable denials and write-offs, and increase net revenue? Get started with a Revenue Integrity Assessment.

 

The Importance of Simulations in EHR Training

Courtney Patterson - Wednesday, May 31, 2017

by: Doug Kollasch 

 

 

Simulation-based learning is a cornerstone of EHR training. Every EHR class involves some type of simulation, whether it be a trainer-led demonstration or a hands-on activity in a training environment.

 

We have long realized that users learn best through realistic scenarios that resemble their daily workflows as closely as possible. But recently, it seems that the actual simulation part of those scenarios is getting lost in the push to reduce class time and complete training as quickly as possible. In order to get the most benefits, like those Clara Von Ins outlined for the Association for Talent Development, users need to do more than watch trainer demos in class. They need to actually get into the system to have the chance to make mistakes in a safe environment, learn through the trial-and-error process, and practice a wide-range of scenarios.

 


 

The time allotted for in-class training often is not enough to prepare users for go-live. That's why floor support is staffed like an army preparing for the D-Day invasion. The playground environment is an under-utilized tool that can bridge the gap between classroom training and go-live preparedness. Currently, most organizations employ a strategy of "if we build it, they will come" and then tell users during class that the playground exists and they should use it. But that is akin to telling kids that there is an empty field down the street but not supplying them with any bats, gloves, or balls.

 

We can do better. Yes, providers know their workflows and the types of patients they see. But when it comes to learning a new system, they need to be given the tools and equipment to succeed--not just handed the login info and sent on their way. By giving users practice scenarios with basic steps for completing them in the system, we allow them to focus on learning how to use the system. If we leave the entire process up to the user, it becomes overwhelming and leads to frustration.

 

Facilitating EHR Learning at Home

 

Last year, I worked as the lead instructional designer for provider training at a large healthcare organization. The training program had been restructured by project leaders to reduce time in class to the bare minimum, in many cases as little as four hours. Working with the physician clinical content leaders and providers from all specialties, I created take-home exercise books that gave users concrete guidance and scenarios to facilitate simulation-based learning on their own.

 

One of the benefits of simulations is that they provide a wide range of learning opportunities. The books included the basic common workflows from class, with minimal guided steps for review and reinforcement. They also had more specialty-focused and customized workflows, which were written with detailed steps, giving users a chance to become comfortable with them in a low-risk, low-stress environment. There were some topics that had to be cut from the in-class training, but the workbooks allowed us to include those so users had a chance to practice them prior to go-live.

 

After go-live the response to the workbooks (called User Guides) was excellent. The physician serving as clinical content lead said, “We've gotten uniformly positive feedback on the provider user guides. Thank you!” Many physicians noted that the workbooks saved them from failure and made them feel prepared to use the system on day one. The practice exercises familiarized them with the workflows at their own pace and allowed them to learn from their mistakes.

 

Creating this specialty-specific, simulation-based content requires good communication between the training team and clinical SMEs and content leads. Our training experts can teach you how to create workbooks and specialty-specific materials in an efficient way that doesn’t burn out your instructional design team. Our process and expertise in creating high-quality training materials will prepare your providers to be effective EHR users from the first day of go-live. Contact us to learn more.


 

4 Reasons to Centralize Patient Access

Courtney Patterson - Thursday, May 11, 2017

 

by: Stephen Gac

 

 

It may be time to consider centralizing your patient access. Knowing when to centralize scheduling and registration is as much an art as a science. First impressions matter, and a centralized patient access department will create positive patient experiences. Your revenue cycle will also benefit as the patient access department receives a consistent stream of accurate information and can send out consolidated communications to patients.

 

Here are some helpful indicators to determine whether it’s time to take the plunge or continue with a decentralized environment:

 

  • 1. Patient Satisfaction with Scheduling Has Decreased: As your organization expands, patients will most likely end up seeking treatment from more than one location. Patients that have grown accustomed to scheduling visits via an online portal, for example, will feel significantly hampered if they cannot do so for every location. Centralizing your patient access helps to standardize as many of the processes as possible.
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  • 2. Low Adoption Rate for Policy Changes: When every location is autonomous, quality-of-life improvements and lessons learned from other locations become more and more difficult to disseminate to employees. You may even need to send training staff to every individual location for minor changes to technology or surrounding processes. For something as critical as managing authorizations, for instance, a decentralized environment requires constant vigilance to protect against authorizations sent to correct locations. A centralized team makes adopting new policies and technologies simpler by an order of magnitude.
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  • 3. Point-of-Service Collections Have Fallen: With centralized staff, you can ensure that patients are discussing financial obligations prior to their visit. This helps prevent any surprises on either side of the check-in desk on the day of the appointment. You will also end up with staff better experienced in discussing this sensitive subject with patients.
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  • 4. Staffing Does Not Match Capacity: When demographics shift, the popular services and locations will shift with it. The younger population will age, and demand will shift from pediatric services to orthopedic. Asking staff to shuffle around from place to place to meet this changing capacity is an untenable situation. Staff that stays in one centralized area will adapt more smoothly to any shifts in patient demand. This staff will also interact with patients more frequently, creating a rapport and building a better experience for everyone.

 

4 Tips for Creating Consistent Reports and Reducing Errors

Courtney Patterson - Monday, April 17, 2017


 

by: Kristine Aranda

 

As a report writer, I am always learning more efficient ways to write code, changes in how data is entered on the front end, or new data structures introduced by the vendor. I will outline some of the strategies I have used to ensure that my reports are as efficient as possible.

 

Regular Meetings with Report Writers

 

Holding weekly meetings with the report writers can help prevent issues and press the need to have uniformity in report creation. Discussion should center around topics that will lead to standard, precise, simplified ways to write reports. The team can share new coding techniques they have learned and implemented during the week or any relevant build changes in the front-end application. Use the time to share resolution steps for reporting errors found during the week, and reinforce policies surrounding report documentation. When all reports are written similarly or within the same guidelines, it will be easier for others to troubleshoot and decipher the code. The intention may be to keep people assigned to a particular domain, but the team needs to be flexible enough to easily fix another person’s report or take over in the case of attrition or promotion.

 

Communication is Key

 

There are so many ways to interpret simple descriptors in report requests. Making assumptions without communicating with others can lead to mistrust in the reports and the reporting team. You want to make sure that you have interpreted the request correctly and that you know exactly how to get that data. Meeting with the application builders and report requester early and often can create a better experience for everyone involved and lead to the most accurate reports. It is also important to keep the users of the reports involved so that the report is consistently used and trusted. There could be workflow changes, regulatory changes, or changes in the needs of the report that only the user knows. By keeping the lines of communication open for the users you are providing an easy way for them to document required report changes. This will send the message that they and their reporting needs are a priority to the reporting team.

 

Creating a Library of Readily Available Tools

 

Another way to minimize reporting errors and make the process of writing new reports easier is to create an enterprise-wide data dictionary. Once the decisions on business terms have been made, the reporting team can create views, custom tables, or even a data warehouse where these defined terms have already been converted into distinct columns and labeled discretely. This can reduce new development time and mistakes.

 

Let’s demonstrate with a simple example: the requestor wants to see ‘Age’ on the report. Depending on which dates are used in the calculation, different values could be displayed. Does the user want the Age as of today, as of the end of the reporting period selected, at the time that something was completed inside the report like Admission or Discharge date? To help with this, special columns could be created for ‘Age at Admission Date’ or ‘Age at Discharge’ with the calculations already completed; then when another requestor needs that special calculation in their report, the developer can just use the new custom field in the report instead of doing a new calculation.

 

Invest in Developers’ Skills

 

This last one might be obvious, but it’s an important reminder. Make sure your team is keeping their skills strong and sharp, as technology is ever-changing. Allocate funds towards continuing education for your developers. Encourage your team to keep their certifications current and read up on the newest versions of the software. Finally, network with others in the field to gain more insight into how you can work smarter.

 

Sagacious Consultants can connect you with a team of analytics experts who specialize in industry standard tools and emerging solutions. Learn more about our reporting writing service.

 

6 Steps to Improve Point of Service Collections

Courtney Patterson - Monday, April 10, 2017


 

by: Jeremy Richey

 

Prior to 2010, Patient Access leadership would be hard-pressed to discuss copayments, deductibles and out of pocket expenses with healthcare patients at the front desk. Revenue and patient satisfaction seemed to counter-balance each other within healthcare organizations.

 

Today, this delicate balance has shifted. Over the past eight years, patients have become more and more aware of their individual healthcare plans and their financial responsibility. With the increase of high deductible plans, patients are empowered to shop for healthcare services based on a cost analysis prior to purchasing the plan. This shift provides a new challenge and opportunity for healthcare organizations to increase front-end collections.

 

Point of service collections encompasses payments posted by the Patient Access team prior to the appointment during scheduling, upon arrival at the front desk or during the patient stay. While collecting from a patient while they are in-house is financially beneficial, a truly successful point of service collections process must begin before the patient’s arrival – specifically around scheduled procedures. These non-emergent outpatient and surgical procedures are especially important because a healthcare organization can provide estimates to the patients prior to any services performed.

 

Because of the newfound interest in individual health plans, many patients demand price transparency and costs after insurance. Providing estimates to patients prior to service helps reduce financial stress and increases the likelihood of collecting at the time of service by eliminating the “surprise” aspect of a patient bill. Pre-service estimates also open the opportunity for financial assistance teams to screen patients for Medicaid and charity care, which helps reduce net patient revenue.

 

There are several steps that an organization can take to improve their point of service collections, ranging from strategic initiatives to technological improvements:

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  • 1. Establish baseline goals: Determine current collection data and set progressive goals for individual departments to obtain in a timely fashion.
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  • 2. Identify gaps: Complete an organizational analysis and identify areas of improvement.
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  • 3. Provide technology: Ensure all departments have the necessary technology to complete point of service collections. This includes price estimator tools, credit card machines, quality reporting tools, etc.
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  • 4. Education: Establish a basic training program for staff members that includes insurance terminology, determination of copayments, and scripting.
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  • 5. Develop an employee incentive plan: While an incentive plan is not required to be successful in point of service collections it can serve as an employee motivation tool. Creating a plan that is valued by the employee and accepted by financial leadership can help move an organization from “Good” to “Great”. These plans can be developed at a department level or at an individual level.
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  • 6. Monitor progress: With the development of proper reporting tools organizations can better identify gaps as well as success.

 

In the Spotlight: Alan S. Young, Regional Director of Client Relations

Courtney Patterson - Tuesday, April 04, 2017


 

Alan S. Young, MD, MBA, PMP, is Sagacious Consultants' Regional Director of Client Relations for the West region, including Southern California, Arizonia, Utah, Nevada, and Hawaii. 

 

What brought you to Sagacious Consultants? 

 

I grew up in Vancouver, British Columbia, and moved to Los Angeles to complete my Bachelor of Science in Microbiology & Molecular Genetics at UCLA. After completing a dual MD/MBA degree program at USC's Keck School of Medicine and Marshall School of Business, I obtained my medical license during an Orthopedic Surgery residency. Combining my passion for business and medicine, I served as a national healthcare Senior Consultant with Deloitte Consulting LLP while providing surgical physician services at Southern California Kaiser Permanente Medical Group. At USC Care Medical Group, I was the Director of Operations Strategy and Special Projects, leading ambulatory quality improvement initiatives and electronic health record optimization efforts to improve both patient and physician engagement.

 

I’m now the current Regional Director of Client Relations for Sagacious Consultants in the West Region including Los Angeles, Orange County and San Diego as well Arizona, Utah, Nevada and Hawaii. The main reason I joined Sagacious Consultants was the great opportunity to identify and collaborate on projects that would have significant impact on the way healthcare is delivered through the integration of strategy, technology and operations.

 

What excites you most about working in this industry?

 

Healthcare to me has always been the most fascinating industry, because it brings together the latest advances in science, patient care, and technology. The rate of change across all facets of healthcare has been unprecedented and brings tremendous opportunity to improve the quality of life for everyone. The advances in technology are giving physicians more tools to leverage to improve the way care is delivered to patients.

 

What do you observe to be the biggest obstacles healthcare clients face?

 

The three main areas of concern for most healthcare clients I have worked with center around maintaining financial stability, meeting government and industry compliance requirements, and finding innovative ways to deliver care to achieve high quality patient outcomes and satisfaction. My advice is to periodically define their overall objectives and strategy and spend time ensuring that all the key stakeholders including patients and providers are aligned with the mission of the organization. Healthcare leaders need to embrace change and adopt technology to expedite the improvements available in efficiency and safety.

 

Where should organizations be focusing their energy to realize the greatest value from their EHR?

 

Deriving value from the EHR requires a multi-faceted approach to drive maximum synergy across various functions and applications within the EHR. The impact of strong business intelligence leadership is often underestimated. Big data analytics depends on high quality information obtained from the EHR platform to support revenue cycle, clinical quality, and reporting functions. If possible, early clinical integration with provider support to transition order sets, documentation templates, and workflows has shown to provide significant downstream impact on performance. Consolidation and managing interoperability is also another key success factor for value realization through the EHR.

 

Do you have a favorite moment of working with a client?


I was able to collaborate with surgeons, anesthesiologists, nurses and other healthcare leaders to implement a new surgical patient workflow based on the Enhanced Recovery After Surgery (ERAS) concepts popular outside the United States. Implementation across 7 hospitals of new evidence-based protocols and change management processes resulted in significant improvements in length of stay, readmissions rates, complications, and patient satisfaction scores.

 

What was your most challenging feat, and how did you overcome it?

 

Completing a surgery internship was the greatest mental and physical challenge I’ve accomplished. Back then, there wasn’t a limit on the number of hours an intern or resident could work in succession which resulted in several occasions of working 30+ hours in a row without sleep. Taking responsibility for a patient’s health and life is a privilege that taught me accountability and attention to detail. I think I learned to persevere and focus on long-term objectives and goals to help me overcome this challenge.

 

How do you like to spend your time when you’re not working?

 

I like exploring restaurants around Los Angeles; watching new and classic movies; planning future travel excursions with the family; staying active and healthy through exercising at the gym or recreation, including volleyball, snowboarding and hiking.

 

Any big goals for 2017?

 

Personal goals include becoming a father, celebrating my 1-year wedding anniversary, taking my wife to London and Paris, and staying healthy. Professionally, my goal is to collaborate with my clients to identify innovative ideas to deliver value to patients.

 

Developing an Information Governance Program

Courtney Patterson - Monday, March 27, 2017


 

by: Nora Radtke & Teri Tsutsui

 

During the next eight years, healthcare data will exceed 40 zettabytes (or 40 trillion gigabytes). It’s daunting to wrap your head around this volume of data – let alone manage and mine it. Information governance (IG) is the backbone for managing this flood of information.


AHIMA defines Information Governance as “an organization-wide framework for managing information throughout its lifecycle and for supporting the organization’s strategy, operations, regulatory, legal, risk, and environmental requirements.”

 

In an effort to get ahead of the curve, healthcare organizations should develop programs with strong policies and procedures for information governance. A solid IG program can:

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  • - Optimize the ability to mine healthcare data while meeting compliance standards
  • - Mitigate the risks of security breaches or data loss
  • - Provide a safe means for sharing information with partners, suppliers, and other healthcare organizations
  • - Ensure that information received is trustworthy
  • - Improve quality and standard of care
  • - Reduce inefficiencies
  • - Provide cost reduction initiatives

 

Healthcare organizations need to become advocates of information governance. Through a suite of strategic solutions, Sagacious Consultants works to improve IG programs both technically and operationally. These include:

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  • - Development of chart correction policies to promote data integrity
  • - Definition of a legal medical record and procedures to release information in accordance with HIPAA standards
  • - Change management policies to ensure regulated update of electronic medical records
  • - Strategies for privacy of confidential patient information
  • - Analytics programs to guarantee optimal and appropriate usage of data
  • - User security policies to restrict access to information by job role in an effort to safeguard organizations from data breaches

 

While most sites have these types of programs in a standalone format, AHIMA is encouraging centralizing IG into an enterprise program with unified leadership. This centralized format encourages engagement from the top down and standardizes policies and procedures organization-wide.

 

Sagacious Consultants can help your organization either start from scratch or tie together longstanding strategies into a single, system-wide information governance program. Contact us to learn more.

 

Consultant Spotlight: Ryan Boone

Courtney Patterson - Thursday, March 09, 2017

Ryan is a Senior Consultant from Madison, WI.  

 

What brought you to Sagacious Consultants? 

 

I worked at Epic for four years, primarily on building automation tools for testing Epic’s web applications. After Epic, I worked at an insurance company, where I built automated testing tools, and helped to build web services and applications that enabled their Quality Assurance staff to better test the applications the company had built and configured. I have been at Sagacious Consultants now for more than 5 years. 

 

What do you enjoy most about your job?

 

I especially enjoy helping my customers accomplish projects that they think are impossible or too difficult. I helped build a workflow and charging process for a dermatology clinic that would help them maintain productivity. Until that point they had avoided building documentation tools for dermatology because it was deemed too difficult. We moved two providers onto the workflow as a pilot and worked with them to continue to improve the workflow. Accomplishing these types of tasks are what motivates me.

 

What are your “superstar skills?”

 

I enjoy working on ways to integrate different systems and make sure that they work well together. I also am skilled at designing complicated systems, such as those that integrate downstream systems or complex billing logic. I also provide a different perspective on how to use the many tools that are made available by EMR vendors, typically finding new and inventive ways to use the tools they provide to better fit the needs of the physicians I support.

 

Do you have a favorite moment of working with a client?

 

I enjoy the moment when a workflow or tool I built and designed works for providers. I also enjoy finding interesting ways to solve problems. One of my favorite examples of this was when I was designing a dermatology procedure documentation system that made the process of picking charges easier. I was able to solve the problem of how to keep a dermatologist productive without causing issues with their billing.

 

What was your most challenging feat, and how did you overcome it? 

 

I had a customer that needed to build out behavioral health billing, documentation, and referrals that required electronic submission to a state program. The build involved understanding about 300 pages of regulations and needed custom code, custom activities, custom registration workflows, a brand new fee schedule, custom claims build, and involved building an entire training curriculum. It gave me the opportunity to learn a lot about how billing, claims, and other back office practices work along with designing systems for care coordination of at risk patients. Under an extremely tight timeline, we successfully replaced a custom built system that had done a lot of the work for the end users. The customer was able to maintain the same patient load.

 

What makes Sagacious Consultants unique?

 

Our employees. I have not worked for another company whose employees who are more driven both professionally and personally. The majority of my colleagues have aspirations to gain additional credentials, which Sagacious encourages; create applications or software on the side; or build products and service lines that Sagacious can use to gain a competitive edge. Almost every service line in Sagacious Consultants was created when one of their employees identified a need, presented a plan for meeting that need, and worked on developing the service. All of this is oftentimes done on top of doing exceptional client work.

 

How do you like to spend your time when you’re not working?

 

I hang out with my dog, play video games, and try to learn new things. I also enjoy going to concerts and working on personal fitness.

 

Any big goals for 2017?

 

I’ve been working on a web application for our reporting team that we hope will not only make our internal team better and more productive, but that we can provide to clients to help with managing the ever-growing need for more reporting and more sophisticated data analytics. We are hoping to go live this year. I would like to apply for graduate school by the end of the year as well.

 


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