Mark Peters has over 20 years of experience in healthcare revenue cycle management. He has a proven track record of improving key metrics like reducing accounts receivable, lowering days in AR, boosting productivity and morale. At multiple organizations, he lowered AR balances and days by implementing strategic plans, streamlining processes, and providing training and accountability. He developed innovative analytics tools and national standardization programs to monitor performance and maintain improvements across dozens of healthcare centers.

1. MARK PETERS ACCOMPLISHMENTS
 An accomplished Healthcare Revenue Cycle leader with 20 years of healthcare patient financial management
experience with a history of accomplishing objectives and achieving goals within dynamic healthcare systems
 Reduced Glendale Adventist Medical Center (Largest hospital out of 18 in Adventist Health system) AR by $112M
in 2.5 months and by 11K accounts. Fully staffed the Patient Financial Services department, improved morale by
100% of staff satisfaction. Dropped AR days by 18.2 days in 3 months. Created an employee friendly environment
which improved productivity by 45%. Grew my staff from 51 to 63 to cover all opportunities of collections and billing
 Recent accomplishment at Beverly Hills Cancer Center, lowered AR days from 120 to 75 in 3 months, reduced
overall AR from $6.4M to $5.3, boosted collector productivity by 35% by streamlining reports and collector queues.
Boosted morale by implementing incentive program, adjusting work hours and restructuring staff to jobs that suit
their experience.
 Demonstrated success within challenging environments through innovative strategic planning, organizational
development, accounts receivable management, patient focused customer service and effective team building
 Serving large public and private hospitals and medical groups in healthcare center operations, business integration
teams, revenue cycle outreach training, revenue cycle operations, patient accounting, billing and collections, patient
access, customer service, managed care contracting, policy and procedure development, operational assessments,
process improvement, employee management, computer conversions and reimbursement review
 Developed and implemented a business integration team of knowledgeable associates to back fill and train
healthcare centers in operations. Prior to this BIT, AHF did not have a set standard for healthcare center operations.
As a result of this process improvement, department morale has improved, cash flow is consistent and all 13
healthcare centers that we trained are running smoothly and efficiently.
 Oversee all national revenue cycle (Responsible of all payer billing, bill hold, government follow-up and managed
care denial reduction) for forty five (45) healthcare centers.
 Improved cash flow through the implementation of a process to respond to denials and timely filings. Prior to this
implementation, accounts were denied for untimely responses.
 Established a Revenue Cycle Outreach Team to review and improve and train all staff on ICD-10, coding, billing,
and insurance verifications thorough out AHF. The Revenue Cycle Outreach Team exists today for the entire health
system with a priority of ICD-10 preparation and proper training of staff.
 Developed a revenue cycle analytics tool and dashboard to track and trend, such reporting is used to identify cash
short falls, areas of sever bleeding, net collections and gross collections and provide immediate feedback to the
PFS Director and CFO.
 Implemented a system wide Hosted Claims Manger to catch all claims before they leave the system for errors. Prior
to this the billers had to scrub each claim manually. Biller productivity has improved by 45%.
 Increased collections and collection agency performance by 50% and increased revenue by $5M over 5 years at
Dignity Health by standardizing reporting, vendor management, analytics and claims review
 Implemented a National Office Administrators Meeting twice a month to review and maintain standards over 45
healthcare centers as well as instituting a National Office Administrators Training Academy for weekly updates and
reviews on needed topics
 Implemented a process whereas supervisors and leads are responsible for communicating trends and issues
impacting claims denials, file rejections and anything that would impact revenue. As a result of improved
accountability, training and education, the team under my leadership has managed to successfully reduce the A/R
by 14 days from October 2014 to July 2015.