1. Dr. Michael J. Vogelbach
1
Michael J. Vogelbach, DPM, MBA
Email: M.Vogelbach@gmail.com
(804) 296-2858
SUMMARY OF QUALIFICATIONS
1. Extensive experience as a clinician and consultant in both hospital and group practice venues
provides a broad industry perspective, including:
 Multiple EMR implementation projects through “go-live” and post go-live support, as well as
healthcare informatics training and curriculum development
 Directing/executing clinical documentation improvement initiatives focusing on enhancing
specialty-specific clinical detail required of providers with implementation of ICD-10 coding
 Inpatient ICD-10 diagnostic and procedure coding, chart auditing, DRG assignment and
outpatient coding (including CPT)
 Consulting engagements include computer-assisted coding (CAC) training & curriculum
development
2. Expertise includes advanced knowledge of clinical workflows and documentation requirements;
specific terminologies of medicine, anatomy and pharmacology, and the clinical laboratory
ACADEMIC BACKGROUND
MBA - Management, College of William & Mary, Williamsburg, Virginia
DPM - Doctor of Podiatric Medicine, Kent State University College of Podiatric Medicine
BS - Biology-Chemistry, University of Toledo, Toledo, Ohio
CERTIFICATIONS & OTHER TRAINING
 Certifications: EpicCare Inpatient modules (Epic Systems, Inc.)
o Clinical Documentation
o Procedure Orders
o Order Transmittal
 Credentialed Trainer – EpicCare; C.P.O.E & Clinical Documentation experience
 AHIMA-recommended Mentor: Clinical Coding, Documentation & Informatics
 AHIMA-credentialed ICD-10 CM/PCS Trainer / Ambassador
 Certified Coding Specialist (CCS-P) - American Health Information Mgt. Assoc.
 Certified Coding Specialist (CCS); pending w/ American Health Information Mgt. Assoc.
 Dispute Resolution Certification course, sponsored by Virginia State Supreme Court
and the Better Business Bureau of Greater Richmond
SYNOPSIS OF EXPERIENCE; REPRESENTATIVE ENGAGEMENTS
MEDICAL CODING PARTNERS, LLC – 1/2015 TO PRESENT
Clinical Documentation Improvement Specialist & ICD-10 Coding Specialist
 Dept. of the Army; North Regional Medical Command – Atlantic (Provisional)
1. Served as liaison to U.S. Army medical coding staff supervisors and contract
consultants in design and creation of training curriculum content
2. Consistent quality of clinical documentation was emphasized to both
provider and coder groups as a critical factor in ensuring optimal patient care

2. 2
3. Physician classroom training presentations included take-away tools & reference
materials designed to focus individually on providers’ and coders’ specific needs
 University of Washington Medical Center – Seattle, Washington
1. Performed in-depth coding audit/gap analysis using ICD-10 standards on 275 early-
2016 inpatient encounters, thus identifying documentation deficiencies
2. Coders asked to code a uniform set of 20 pre-selected, ICD-10 “test” encounters in
order to reveal status of individual and group accuracy as regards required specificity
3. Coding staff training designed utilizing an end-to-end approach to diagnosis and
procedure code assignment to provide the greatest possible degree of specificity
based on appropriately detailed clinical documentation
XEROX HEALTHCARE PROVIDER SERVICES – 6/2014 TO 12/2014
Contract Consultant: ICD-10 Coding & Training
 Providence Health System Medical Center – Portland, OR
 Providence Health System Medical Center – Seattle, WA
1. Assigned as Senior Training Consultant for 3M’s 360 Encompass, a software suite of
coding and clinical documentation improvement (CDI) tools
2. Provided both coding and clinical documentation auditing, as well as relevant clinical
experience, thus offering client end users valuable perspective in their transition to
ICD-10, including end user coder training and process implementation
3. Closely collaborated with both clinical staff & consultant resources to document and
improve component workflows with goals of enhancing quality of clinical documentation,
coding accuracy & compliance, as well as optimizing accuracy of final DRG assignment
4. Completed the design, testing methodology and documentation protocols critical to
ensuring a successful integration with clients’ EMR and reimbursement methodologies
5. Creation of formal training materials for introduction of concepts (above) in a classroom
setting for group training; made available for client reference in a SharePoint environment
6. Designed “dashboard” for use in dynamic reporting of project analytics to senior project
leadership
TRUBRIDGE CONSULTING (MOBILE, ALABAMA); 2/2014 TO 5/2014
Senior ICD-10 Consultant / Trainer: Pinckneyville Hospital - Pinckneyville, IN
Noxubee Gen’l Hospital – Macon, MS
1. Chart audit/review of inpatient charts performed at client inpatient facilities to determine
state of readiness of providers’ clinical documentation prior to ICD-10 start date
2. Readiness assessments based on chart auditing and retrospective review of diagnosis
codes and procedure codes assigned
3. Developed comprehensive ICD-10 staff transition plan incorporating ICD-10 core concepts
4. Conducted classroom physician training for documentation improvement as appropriate,
emphasizing increased level of detail required by impending ICD-10 coding guidelines
5. Supervised category reassignment of select, similar ICD-9 diagnoses as appropriate
6. Focused on reinforcing a broad understanding of terminology changes, additional detail
requirements and sequencing guidelines required following implementation of ICD-10

3. 3
CONTRACT CONSULTING ENGAGEMENTS:
JOHN C. LINCOLN HEALTH SYSTEM (PHOENIX, ARIZONA); 6/2013 TO 12/2013
Application Coordinator; Order Set Team Lead (Epic EMR)
1. Provided analysis of pre-existing order sets in use following recent go-live; designed style
guide to standardize sequencing and nomenclature of order groups and order sets
2. Supervised/collaborated with Team to redesign multiple order sets requiring varied
amounts of reconfiguration and/or new build following content-focused meetings with end
user groups in response to multiple provider change requests affecting order sets
3. Created build enhancement by including a 3-digit department-specific code at the
beginning of each order set I.D. number to be utilized as a search “term”, thus allowing
quick access to those order sets by category, whether specialty-focused or general focus
DUKE UNIVERSITY HEALTH SYSTEM (DURHAM, NORTH CAROLINA); 2/2013 TO 6/2013
Senior Consultant; Order Set Team Lead (Epic Inpatient EMR)
1. Served as senior consultant assigned to Order Set team with Research Study focus
2. Collaborated with clinical leadership, project leads and fellow Team members to create
process and procedures relating to build strategies, content and nomenclature
guidelines utilized to ensure a consistent, predictable end user experience
3. Responsibilities included design, build, testing and implementation of order sets based
on existing paper protocols in use for a wide variety of clinical research studies
SPARROW HEALTH SYSTEM (LANSING, MICHIGAN); 4/2012 TO 12/20012
Physician Consulting Analyst; Order Set Team Lead (Epic Inpatient EMR)
1. Served as Order Set build team lead and clinical mentor to client-based team members
2. Achievements include:
 Established/maintained a collaborative dialogue with clinical end users, thus
enhancing provider engagement and acceptance
 Formulation of build strategy including timeline, tracking, performance metrics,
numbering schema and naming convention
 Served as liaison with physician leaders in adaptation of selected Provation Order
Sets which served as a model for clinical focus, content and consistent style
 Designed a build tracker and dashboard for quick reference and analysis of Order
Sets clinical content, as well as tracking status of build completion in real time
 Completion and testing of all Order Sets achieved prior to scheduled go-live
AURORA HEALTH SYSTEM (MILWAUKEE, WISCONSIN); 8/2011 TO 1/2012
Physician Educator; Senior Clinical Documentation Consultant
1. Designed/revised provider-focused Epic Clinical Documentation training curriculum
2. Served as Physician Champion during implementation ”go-live”
3. Provided ad hoc custom build for physicians post go-live
4. Conducted classroom training sessions for inpatient providers, including staff
physicians and advanced practice providers both pre and post go-live
5. Class size varied from 1-2 physicians for one-on-one instruction to as many as 18
providers in a classroom setting

4. 4
DARTMOUTH - HITCHCOCK MEDICAL CENTER (LEBANON, N.H.); 1/2011 TO 5/2011
Senior Build Analyst / Order Sets - Computerized Provider Order Entry (C.P.O.E.)
1. Performed gap analysis following a comparative review of current state workflows versus
existing paper order sets
2. Actively participated in the build, presentation, revision and ultimate validation of multiple
assigned EAP-based (procedure) order sets (EpicCare Inpatient, Epic Systems, Inc.)
3. Order sets configured as required to best optimize post-implementation clinical workflows
4. Provided oversight and detailed documentation of build progress and submission of
completed order sets including obtaining final acceptance by clinical departments
ST. FRANCIS HOSPITAL/FRANCISCAN ALLIANCE (BEECH GROVE, INDIANA); 10/2010 TO 1/2011
Senior Application Coordinator – Clinical Documentation
1. Participated in DBV (design/build/validate) sessions with physician end users to design,
build and test (Epic Inpatient) clinical documentation functionality with focus on improved
support of clinical workflows
2. Managed initial provider set-up for end users, as well as the demonstration and training in
the use and personalization of Smart Text/Smart Phrases, Preference Lists , as well as
Documentation Flowsheets
3. Responsible for building/testing specific Document Flowsheet and Smart Tools build
FAIRVIEW – UNIVERSITY MEDICAL CENTER/U. OF MINNESOTA (MINNEAPOLIS); 6/2010 TO 10/2010
Senior Order Set Developer/Analyst
1. Project liaison to assigned inpatient departments for system-wide Epic Inpatient Order Set
design/build/validation process required for implementation of computerized provider order
entry (CPOE) across a network of 6 hospitals
2. Performed detailed comparative analysis of existing paper and electronic order sets
3. Conferred and collaborated with individual department clinical groups and revenue cycle
staff in order to assess current status and to redesign order sets as required to best optimize
and integrate future state clinical and charge capture workflows
4. Order sets, thus optimized, standardized and validated, were then approved for build
UNIVERSAL HEALTH SERVICES – KING OF PRUSSIA, PA; 6/2009 TO 5/2010
Project Manager – ED Information Systems, Corporate Clinical Information Services
1. Responsible for implementation and support of Emergency Department information systems
(EDIS) in use across a nationwide 24-member hospital network
2. Project management responsibility for data assessment, workflow analysis and
documentation, as well as initial design/build/validation of the Cerner FirstNet product
3. Charged with development and leadership of EDIS Team providing resources for both
Cerner FirstNet implementation and staff training, as well as support of legacy Wellsoft
and Picis ED information systems

5. 5
STANFORD UNIVERSITY MEDICAL CENTER (STANFORD/PALO ALTO, CA); 2/2008 TO 10/2008
Senior Analyst and Implementation Consultant; Epic Inpatient EMR
1. Participated in documentation of clinical workflows for subsequent build of Epic inpatient
functionality
2. Inpatient Clinical Documentation and Procedure Orders build & later build optimization
3. Build responsibilities included SmartTools and Flowsheets (Clinical Documentation), as well
as EAP Procedure files, Order Sets and Reports (Procedure Orders)
4. Developed scripts necessary for pre-load testing of “build” items
HEALTHCARE MGT CONSULTING FIRMS (FCG & ACS) : 4/2005 TO 2/2008
Directed DRG optimization project - Civista Medical Center (La Plata, MD); 1/2008 through 2/2008
1. Conducted in-depth audit of 350 random patient charts to assess clinical documentation of
principal medical diagnosis, as well as the inclusion (or omission) of complications and/or
comorbidities present at patient admission for level of detail necessary to support optimal
DRG assignment
2. Implementation of appropriate diagnostic detail and specificity of complications and/or
comorbidities resulted in an increased level of reimbursement based on DRG revision in
18% of 350 admissions studied
3. Developed training curriculum / conducted physician training to promote an enhanced level
of clinical documentation and optimized DRG assignment
4. Provided updated training to HIM Dept. coding staff to enable staff to identify and seek
provider resolution of inadequate clinical documentation detail
Clinical Informatics Sr. Project Liaison – University Medical Center (Princeton, NJ), 7/”07 - 1/”08
1. Tasked with facilitating the implementation of a three-tier clinical transformation solution;
i.e., process/policy, training and technology, including implementation of a physician order
entry (CPOE) system and clinical documentation components of an electronic medical record
(QuadraMed EMR)
2. Set agendas, conducted design meetings with Hospital clinical staff leadership
3. Collaborated with CMO, CIO, Project Manager and key build staff members
4. Directed CPOE DBV sessions as co-lead with Chief Medical Officer (CMO), communicated
requirements to build teams, confirmed/documented successful completion and testing
5. Chaired biweekly meetings with nurse-managers by department, as well as Assistant Chief
Nursing Officer (CNO) to establish “build” objectives and timelines for project deliverables
6. Provided oral status report and written executive summary to C-level executives and key
project resources at weekly leadership meeting chaired by CEO
7. Designed reporting tool listing specific issues, dates, ownership, resolution status, etc.;
report made available to select project personnel on facility’s network share drive

6. 6
Directed Medical Records Dept. Process Improvement Initiative – Juan F. Luis Medical Center,
St. Croix, U.S. Virgin Islands; 9/2006 To 5/2007
1. Conducted case-based, in-service training based on my 30-day audit of abstracts
2. Established QA program for coder performance evaluation
3. Developed a cohesive methodology to integrate the change request process utilized for all
coding completed by medical records department using 3M’s “Encoder”
4. Supervised CDM (charge master) rebuild; e.g., new charge items, changes and deletions.
Impacted software modules (MediTech) were identified; required actions specific to each
module were documented and incorporated into a formalized, stepwise-wise change
process
5. Conducted coding “clinics” for physician staff with special emphasis on clinical
documentation guidelines and documentation required to ensure coding compliance and to
support improved charge capture and optimized reimbursement
Implementation Consultant - Allina Health System (Minneapolis, MN); 9/2005 To 12/2005
1. Build experience on both Clinical Documentation and Procedure Orders teams
2. Procedure Orders and Clinical Documentation training and support to hospital and
outpatient clinic providers
3. Additional responsibilities included:
-Troubleshooting, documentation and reporting of “bug” issues
-Creation of training curriculum for post-implementation training of support staff
Healthcare Management Solutions, Inc. - 1996 to 2005
Regional firm specializing in revenue cycle consulting and interim administration
President and Senior Consultant
Representative Engagements; Consulting & Interim Management
Texas Health Resources - Dallas, Texas metropolitan area
Project Mgr. & Consultant – Charge Master Update Project; 11/2004 To 6/2005
1. Supervised 2005 annual charge master CPT-4 update project for 13-hospital metropolitan
health system
2. Interfaced with hospital finance executives and central business office managers to define
project scope, as well as to establish project timelines and shareholder areas of
responsibility
3. Reviewed published coding update data and provided clinical interpretation necessary to
reconcile procedure code/description changes with existing charge capture methodologies
in collaboration with clinical department administrators.

7. 7
Virginia Commonwealth University Health System – Richmond, Virginia
800+ bed teaching hospital and Level 1 trauma center
Project Manager – charge master redesign project; 6/2002 - 10/2004
1. Served as CDM project manager & SME for facility-wide charge master project during
system-wide Cerner Millenium implementation
2. Performed charge master audit to verify accuracy of all coding assignments including ICD-
9, CPT, HCPCS, UB-92 revenue codes, as well as assigned pricing
3. Developed and implemented improvements to charge capture processes to identify
“orphan”/lost charges, thus enhancing revenues and quality of decision support data
4. Implemented database additions, corrections and updates, which, based on annualized
volume, increased collectible charges by more than $9,000,000 in first 12 months
5. Served as liaison to multiple Hospital departments, including all outpatient clinics
Kutok, Rock, Attorneys at Law - Richmond, Virginia
Consulting contractor for law firm representing creditors in a Federal Bankruptcy Court petition
Auditor / Analyst & Expert Witness; 9/2001 To 4/2002
1. Conducted extensive forensic Chart/Claim audit of patients’ clinical documentation,
accounting data and Medicare/Medicaid cost reports at a local medical facility
2. Provided expert testimony before Federal Bankruptcy Court in Richmond, Virginia
3. Audit analysis resulted in recovery of more than $380,000 on creditors’ behalf
Associates in Podiatry, Ltd. - Richmond, Virginia
Group practice of podiatric medicine and surgery
President & CEO; 1988 To 1996
1. Founded solo practice for podiatric medicine & surgery; as CEO and COO, expanded to
multi-provider group practice with 3 offices in metropolitan area.
2. Organized regional management seminar for local professional society attended by more
than 230 practitioners and generating over $83,000 in net profit
3. Served as primary curriculum design consultant for local high school Cooperative Education
Program emphasizing development of technology-based office skills
4 YEARS WORK EXPERIENCE IN THE CLINICAL LABORATORY :
1. Extensive ”Stat Lab” experience in hematology, basic chemistries, coagulation studies,
urinalysis and blood gases at The Cleveland Clinic Hospital, Clleveland, Ohio
2. Managed clinical lab at suburban Cleveland, Ohio psychiatric hospital, supervising all testing
and quality control activities
PROFESSIONAL AFFILIATIONS & PUBLICATIONS
1. American Healthcare Information Management Association
2. “Getting Proactive about Compliance”, Imaging Economics
3. “Physiologic Basis of Fever in the Postop Patient”, Journal of Foot Surgery