Owner Operator resume example

Carefully selected, developed and retained qualified staff, as well as trained new staff.

Administered, directed and coordinated the activities of the medical practice.

Directed the installation of improved work methods and procedures to achieve practice objectives.

Actively maintained up-to-date knowledge of applicable state and Federal laws and regulations.

Provided thorough supervision for day-to-day operations of facility in accordance with set policies and guidelines.

Regularly evaluated employee performance, provided feedback and assisted, coached and disciplined staff as needed.

Directed the installation of improved work methods and procedures to achieve agency objectives.

Actively maintained up-to-date knowledge of applicable state and Federal laws and regulations.

Provided thorough supervision for day-to-day operations of facility in accordance with set policies and guidelines.

Observed strict confidentiality and safeguarded all patient-related information.

Reviewed and approved time cards for processing by payroll department.

Kept abreast of advances in medicine, computerized diagnostic and treatment equipment, data processing technology, government regulations, health insurance changes and financing options.

Increased average daily case load from 12 patients a day to 13 and achieved over 3000 patients for year 2013, achieved only one other year (2011) at Bidwell Surgery Center. This was an 8% increase from year 2012 to year 2013.

1st Quarter 2014 surpassed patient volumes compared to 1st Quarter 2013 by 13%, making Bidwell the second best performing center in its division out of nine centers.

Increased average net revenue in one year per case by 16%. .

Increased average charge per case by 13% through better accommodation to surgeons and a better mix of cases taking into account the procedure, the MCO reimbursement and our charge in relation to the industry standard.

In one year EBITDA increased by 16%.

Worked with physicians to add additional block time to accommodate their growing schedules. Revamped the block schedule to identify potential opportunities for growth. As a result OB/GYN physicians committed to doubling their volume beginning 1st Quarter 2014.

Reduced overtime among clinical staff by focusing on staffing needs and moving time consuming administrative duties to the administrative office.

In the 2013 annual Clinical Measures of Success, achieved a 96% success rate.

Increased team mate satisfaction from 2012 to 2013 by 22 percentage points.

Year 2013 Physician Satisfaction Survey was in the 80 percentile.

Marketed Bidwell Surgery Center to the local community through visits to offices and appreciation events held at the Center. Created a vision for the facility: “Working together with Passion, Persistence, and Purpose to achieve quality healthcare.”

Put into place a procedure to catch wrong site consents. 100% success rate after the procedure was put into place.

Put into place a QAPI program in anticipation of 2014 guidelines. A 2013 Clinical Measures for Success achieved 14 points out of 20, one point better than the 2012 survey and 2 points better than industry average.

Improved Yearly Staff Competencies, Environment of Care, and Quality Improvement/Risk Management/Infection Control: (CMOS 2012 versus CMOS 2013)

Modified or created new policies as needed: Examples: Revised IV Conscious Moderate Sedation by Non-Anesthesiologist Physician Staff Member; Revised Consent; Developed Policy for Admission Protocols for better patient flow.

Began transition from a Health Inventures Managed Facility to a Surgical Care Affiliates Managed Facility by: 1) Revamping the scheduling position to include Physician Office Liaison Duties. This involved a restructuring of the Administrative Office for team that could produce results; 2) Taking part in the Annual Toys for Tots Campaign, collecting over 20 toys; 3) Implementing Good Catches and Time Outs per SCA guidelines; 4) Revising the Bidwell Logo to incorporate Bidwell’s Blue with SCA’s Blue and Green, thus branding Bidwell Surgery Center as a managed facility by SCA.

In charge of move of business to new location. Responsible for WBS for internal objectives, including review of materials for build-out, purchasing of new furniture and medical equipment, IT upgrades, PA system, Security and new staff.

Developed Employee Handbook in accordance with DOL guidelines.

Revised payroll in accordance with DOL guidelines and corrected payroll PTO errors for staff.

Developed new billing office and promoted staff member to billing manager.

Developed Chain of Command and Organizational Chart of business.

Created Billing and Compliance Manual in accordance with Federal Register guidelines.

Promoted staff member to manager of secondary office for improved patient quality in that office.

Created new referral procedure for new patients which resulted in increased patient flow within one month of implementation.

Reviewed staff personnel records and recommended and achieved raises and/or new duties and responsibilities for current staff members which improved staff morale and productivity.

Reversed revenue cycle downturn due to improper financial handling by previous manager.

Created Employee Handbook, Policies and Procedures Manual, and Billing and Compliance Manual

Recruited new physician for office and coordinated credentialing of new physician.

Moved business from Sole Prop to Incorporation (S-Corp)

Wrote Business Plan for creation of new business, Pain Alternatives, an Osteopathic Rehabilitation facility.

Negotiated unsecured loan from National City Bank for funds for expansion and move to new location. Negotiated bank loans totaling over $300,000.00 for business development

Supervised built-out of new location to include architectural design of business layout, authorizing of all materials for build-out, purchasing of new furniture and equipment, IT upgrades, EMR implementation, PA system and hiring of new staff. Moved the office from 1500 square feet to over 5000 square feet, with additional exam rooms and rehabilitation area.

Building location is on the Cinday Corridor, I-675 and I-75, with easy access from I-70. Patient population centered on the Cinday Corridor, with patients from surrounding States, primarily Indiana, and northern Ohio.

Developed business plan which resulted in a 37% increase of charges in three years. Developed use of codes for maximum revenue. Profit achieved at Pain Alternatives for yr. 2010.

Managed a successful business with minimal staff, ratio of 1 staff to 1 provider, and minimal turn-over of staff. Maintain high morale and productivity of staff in a recessive economy. During tenure as manager, staff increased from three FTE's to between 10 to 12 FTE's, depending on patient flow.

Responsible for account receivables, accounts payable, taxes, payroll, business insurance and healthcare insurance.

Developed marketing plan which included radio, phone book advertising, and Internet. Internet included a web page, yellow book pages, and a presence on Google searches. Marketing plan targeted population areas of focus demographics, early stage female baby boomers. Targeted counties were Montgomery, Greene, Clark, and the Cincinnati area.