Arnie Albert has over 25 years of experience leading healthcare operations and business development. He has a track record of growing revenues and improving financial and clinical outcomes across multiple healthcare organizations. Albert is skilled in strategic planning, process improvement, team leadership, and managing clinical, financial and administrative operations. He has experience integrating new acquisitions and managing multi-site practices across various healthcare settings.

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ARNIE ALBERT
573 Summit Oaks Court
Nashville, TN 37221
arnie.albert@comcast.net
C: 1-615-545-4478
HEALTHCARE OPERATIONS & MANAGEMENT LEADER
An objective& decisivevisionary with short& long term strategic foresightableto seamlessly translatethe plan into action. A lean
operations,processes,systems,& financial leader.Multi officeintegration & implementation expert, recognized for driving
continuous process improvement in quality,safety, patient outcomes, & profitability. Developingteams through mentoring,
coaching,alignmentof corporate, professional, & patient objectives. Highly experienced & accomplished HealthcareBusiness
Development & Operations Leader with a record of achievement in the management of health care practices located in Hospitals,
Clinics,Medical Centers,and PrivateMedical/Dental groups. Entrepreneurial and forward thinkingleader with a proven record of
achievement & successful rapid sustainablegrowth; in startups,mergers, acquisitions,and integration.Strong focus,responsibility,
and hands on management of all revenue cycleactivities. Accomplished through the establishmentof: evidence based benchmarks
& dashboards,in concertwith KPI’s to actively monitor; all insurance& patient billing,maximizeallowablecollections,feeschedule
maintenance, claimsubmissions& scrubbing,denials,appeals,contractrenewal and physician (re)credentialing.
A polished P&Lmanager practiced in directingall financial & administrativeoperations includingstrategic planning,on time delivery
of all clinical & compliancerequirements, facility licensingand accreditation. Well versed in patient acquisition,experience,
retention, and referrals. Adept in talent onboarding & management. Strong team engagement, accountability & development, 360
degree performance reviews & coaching,budget development, financial analysis,physical spaceforecasting,& marketing.
Open and approachable participativemanager & collaborativeValues Based Team Leader, with keen financial analysisskillsutilized
to maximizeperformance through the development and utilization of benchmarks and best in classKey Performance Indicators
(KPI). Provides the educational,skill development and coachingof teammates in a positive,learning,and tactful manner, to ensure
thorough understandingof policies & procedures as well as local,state,and federal laws. Thrives in a cross functional environment
with matrix reporting in conjunction with measurableestablished goals & objectives.
CORE COMPETENCIES
P&L• StrategicPlanning•OperationsManagement& Streamlining•Turnarounds•Consulting•Financial Analysis• Management Reporting
Practice Integration • Risk Management • Presentations • Proposal Development • Regional Development • Project Management
Compliance•Negotiations•Purchasing•Interviewing•Recruiting•Safety Regulations•OSHA • JCAHO • Physician & Hospital Alignment
PROFESSIONAL EXPERIENCE
Radiology Alliance/InfinityManagement;Nashville,TN 08/2011 -
Director, Operations& BusinessDevelopment
Virtua Centerfor Surgery; HealthInventures,MarltonNJ 2010 –2011
Administrator
Ambulatory Surgery Center (ASC) Joint Venture (JV). The JV between Virtua Health Systems, a four (4)-hospital system,and twenty-
five Physician Investors. AAAHC, Medicare accredited,NJ licensed multi-specialty (9) practicewith four OR’s. Responsiblefor all daily
operational,financial,clinical activities,& surgeon performance. Projected volume of 7,000 cases per year. Direct reports of;
Director of Nursing(DON), Business OfficeManager, & Materials Manager.Reported directly to Board of Directors.
VanderbiltUniversityMedical Center,NashvilleTN 2002 - 2010
Administrative Director
Directed all daily operations of a surgical department with 33 doctors, whileclosely managingthe efforts of: AssistantPractice
Manager, Charge Nurse, Senior BillingManager,Surgery Scheduler, and Manager of Insurance,with additional down-lineauthority
for 46 professionals. Delivered financial leadership whilestewardingan annual budget of $10.5M, with monthly varianceanalysis,
fundingmore than; 630 OR cases,1,000 office procedures, 40,000 annual patientvisits;delivered in three (3) practicelocations.
 Grew department revenue 35%, increased monthly cash collections29%,elevated surgery cases 22%,accelerated patient
throughput 30%, cut expendable supply expenses 39%, and increased surgery revenue 40%. Results were delivered through

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improvement & enhancements through reengineering multipleprocesses involving expected deliverables in revenue and daily
goals for the team to follow.
 Ensured essential JCAHO certification. Successfully completed local,state,and federal inspections and surveys.
 Renegotiated Managed Care Contract, with CIGNA, yieldinga reimbursement procedural rate increasein excess of 40% and a
capitated rate increaseof 250%.
Arnie Albert H: 1-856-234-2571
Premier Dental Group, Beverly Hills,CA 2001 – 2002
Consultant
Played theleadingrolein significantlyimprovingtherevenueand profitability of multi-specialty,multi-siteprimaryhealth careMSO withmore
than 130 professionalson staff and an annual budgetof $14M. Designed,specified,implemented,andtrained a 14-locationpractice
ManagementInformation System(MIS),whilesimultaneously drivingimprovementinmorethan8 distinctbusinessprocesses. Created
practice’sfirstmedicalsupply formulary to standardizeorderingand minimizeon hand inventory expenselevels.
 Increased samestoresales48%. Implemented a newmanagement information system,withindeadlineand18%under budget.
 Set the foundation for predictableand sustainablerevenue increases as well as staffingreduction. Created and utilized Key
Performance Indicators (KPI) for accurately monitoringfinancial performanceas well as patient/staff satisfaction.
 Cut disposablesupply expenses 34% though an on – time supply chain system,and delivered a double-digitreduction in capital
equipment costs. A new contract with national medical supplier to maximizeeconomies of scaleyielded an estimated
$300k/year savingin disposables.
Interdent, El Segundo, CA 1998 – 2001
Vice PresidentOperations
Held complete authority for the P&L of a 37 sitemulti-specialty primary carepracticewith $160M in gross charges.This was a
division of a publicly traded MSO with annual revenues of $350M, 2500 employees , in 300 locations acrosstheUnited States.
Directed all administrativeand financial operations of a central businessoffice,CBO, including revenue generation and tracking,
patient registration, claims submissions,appeals,collectionsand adjudication of 425,000 accounts. Guided the efforts of 40
professionals in accounting,marketing,sales,operations,and IT, supporting a division with 825 professionals including180 doctors
and dentists treating more than one million patientvisits a year.
 Set new benchmarks for market sharegrowth and financial performance.
 Grew division from14 to 37 locations through mergers, acquisitions,denovo start-ups,& all integration of practices.
 Jumped revenue from $50Mto $160Mwhile increasingsameunitrevenue from 13% to 23% and practiceincreased margins
up to 34%.
 Improved patient revenue 21% by increasing electivetreatment acceptancewith no increasein expenses.
 Eliminated 22 FTE positions dueto duplicatework responsibilities and processes.
 Improved cash flow. Reduced DRIR by 24 days. Restructured the entire revenue cycle process.
 Recruited and developed a highly effective patient acceptance team whileemploying a consultantto deliver strategic sales
trainingand create a new sales culturewithin the organization.
 Developed CBO,established operational policies,procedures,financial goalsthatintegrated with marketingandcorporateIT.
Dental Health Management, NashvilleTN 1997 – 1998
SeniorVP / ChiefOperatingOfficer
Provided high-level direction to all operations of this start-up,multi-specialty primary careMSO-DPM with annualized revenues of
$33M, whileholdinga firm hand on the financial tiller. Piloted the subsidiary operations of a publicly traded $200M insurance
carrier. Developed and implemented key strategic and tactical initiatives thatdrove creation of a practicenetwork utilizingmore
than 50 participatingproviders. Selected real estate and marketing firms to develop additional locationsand createidentifiable
company name brand for expansion.
 Transformed this start-up into a robustand profitableoperation in less than 1 year.
 Expanded the practicefrom zero to 33 locations.
 Increased revenue run rate from $0 to $33M.
 Developed a central business officethatachieved a stellar 96.5 collection rate,and 4.5% claimsubmission error rate.
 Expanded staff to 57 doctors and 350 employees.
 Set the foundation for superior operational and financial performance.

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 Developed and implemented all operating,financial,procedural,and revenue cycle protocols.
 Selected, purchased,and installed enterprisewide IT system.
Arnie Albert H: 1-856-234-2571
ADDITIONAL CAREER NOTES
Administrator, Image Enhancing Dermatology. San Jose, CA
COO, Modern Healthcare Concepts, an MSO. Philadelphia, PA.
Founder/CEO, Prime Health Systems, an MSO. Cherry Hill, NJ.
Vice President: Finance & Administration; Center for Addictive Illnesses, 68-bed sub-acute Hospital. Morristown, NJ
Executive Director, Somerset County Medical & Dental Group. Princess Anne, Maryland
Medical Technologist, Clinical Chemistry & Hematology; Mary Immaculate Hospital. Queens, NY
Clinical Internship, Medical Technology, Bergen Pines Hospital. Paramus, NJ
EDUCATION
MBA, Hagen School of Business, Iona College. New Rochelle, NY
BS, MT, Medical Technology; Fairleigh Dickinson University.Teaneck, NJ