Paul Tomilo has extensive experience leading strategic initiatives and process improvement projects in healthcare. Some of his accomplishments include: - Reducing cost per day variation among Kaiser hospitals through a benchmarking initiative, resulting in $13 million in savings. - Improving diabetes management and reducing related hospital admissions through care pathway reviews and increased adherence. - Enhancing specialty appointment access by analyzing schedules, appointment types, and backlogs to meet targets. - Implementing new accounting systems and streamlining accounts payable and general ledger processes to reduce expenses.

1. Paul J. Tomilo, CPA...
22651 Brookdale St. • Farmington, MI 48336 • (202) 210-8409 • paul.tomilo@icloud.com
SUMMARY OF EXPERIENCE LEADING STRATEGIC INITIATIVES
Hospital Operations Improvement Project (HOIP)
Organization: Kaiser Foundation Health Plan
Role: Senior Healthcare Consultant
Overview
This strategic benchmarking initiative sought to reduce cost per day variation among the Kaiser hospitals in
northern and southern California. Cost per day information (by bed type) was shared with hospital
leadership so they could see how they compared to their peers and were charged with developing
action plans to improve cost per day performance.
Responsibilities
• Provided analytic support and staff leadership for the project
• Developed highly effective partnerships with local design teams and assisted in development of
operational plans
• Reviewed design plan documents submitted by local HOIP design teams for proper calculation of cost
savings initiatives and overall reasonableness of operational plan
• With Project Director and Analytic Lead, formulated policy decisions and approved changes to
methodology when appropriate
• Generated HOIP statistical reports to assist local and Divisional leadership in monitoring progress toward
meeting financial targets
• Developed executive level presentations for Divisional Steering Committee and Executive Sponsors
detailing status of current analytical issues
• Developed methodology to incorporate HOIP targets into service area budgets; created template to
reconcile local budget submissions to communicated targets
Outcome
Project was highly successful, resulting in an estimated $13 million in savings for the California Division.
Diabetes Care Management
Organization: The Permanente Medical Group
Role: Medical Office Controller
Overview
Working with clinical leadership, spearheaded strategic initiative to improve percentage of diabetic
population with controlled diabetes to reduce frequency of acute episodes requiring hospitalization.
Responsibilities
• Provided project leadership and analytic support for the initiative
• With Assistant Physician-in-Chief (APIC) and internal medicine service chief, led review of existing care
pathways to:
o Reduce care fragmentation and develop processes to create a single, coordinated continuum of
care for diabetic members
LEVERAGING EXPERTISE IN FINANCE AND
ACCOUNTING AS A STRATEGIC BUSINESS PARTNER

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o Identify key care “hand off” points and opportunities to improve communication between care
providers
o Develop strategies for increasing member adherence to foot care, eye screening and HgA1c testing
protocols
o Support increased self-management through enhanced diabetic outreach efforts
Outcome
The initiative was highly successful, resulting in a significant reduction in hospital admissions due to
complications from diabetes and improved member satisfaction.
Specialty Appointment Access
Organization: The Permanente Medical Group
Role: Project Manager
Overview
Partnered with Assistant Physician-in-Chief (APIC) to improve specialty appointment access as part of a
strategic initiative to achieve an initiated-to-seen interval of < 10 days for 80% of specialty appointments.
Responsibilities
• Served as project and analytic support for the initiative
• With APIC and department service chiefs, reviewed schedule profiles to assess:
o Available appointment types, consolidating, adding and deleting where necessary
o Appropriateness of appointment mix offered based on member demand, revising as necessary
o Underlying causes of fail-to-keep appointments and appointment backlogs, and develop strategies
to address
• Reviewed physician administrative time vs. time spent in clinic, adjusting administrative time allocations
for outliers
• Partnered with physician schedulers to modify individual schedules as warranted by analysis
Outcome
Efforts resulted in a substantial improvement in backlog levels and specialty access, with the majority of
specialty departments meeting or exceeding the 10-day initiated-to-seen target.
Phone Performance Initiative
Organization: The Permanente Medical Group
Role: Project Manager
Overview
Using Automated Call Distribution (ACD) software, collaborated with clinical department leaders to improve
appointment and advice phone performance. Initiative focused on analyzing current performance and
developing strategies to answer 90% of calls within 1 minute and achieve a call abandonment rate ≤5%,
Responsibilities
• Maintained ACD system and provided phone volume and performance statistics to department
leadership; monitored ongoing performance to identify areas for improvement
• For under-performing departments, partnered with department leadership to:

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o Review average speed to answer and transaction time statistics for appointment and advice lines to
determine root cause(s) underlying drivers of below target performance
o Compare current call volume to budgeted volume to assess adequacy of staffing levels; assisted
department managers in preparing justifications for additional staff, as needed
o Assess daily and weekly call patterns to ensure staffing levels are consistent based on anticipated
fluctuations in volume
o Review individual performance to identify opportunities for additional training and coaching
• Assisted departments in developing performance improvement plans for presentation to medical center
leadership
Outcome
Initiative resulted in significantly improved appointment and advice phone performance, as evidenced by
improved phone satisfaction scores as reflected on the Member Patient Survey tool.
General Ledger and Accounts Payable Implementation
Organization: Mid-Atlantic Permanente Medical Group
Role: Senior Director, Corporate Finance
Overview
Spearheaded the transformation of rudimentary, unsophisticated accounting processes into a state-of-the
art system through simultaneous implementation of PeopleSoft general ledger/accounts payable modules
and transition to a uniform chart of accounts. Project included transition of accounts payable processing
from our Health Plan partners.
Responsibilities
• Led the local implementation team during the year-long project and was responsible for overall project
management
• Responsible for project plan development and monitoring, as well as oversight of key project work
streams:
o Transaction history and chart of accounts conversion
o Report conversion and development
o Interface conversion and development
o Creation of new process workflows, controls and desktop procedures
o System security and data access
• With senior leadership, developed and executed communication and staff training plans
Outcome
Implementation was highly successful, with modules implemented on time and under budget. General
ledger implementation resulted in streamlined accounting processes, reducing monthly close timeline from 8
to 6 days. Implementation of accounts payable module and internalization of AP activities reduced average
expense report and direct invoice processing from 3 weeks to 1 week.
Budget Process Improvement
Organization: Mid-Atlantic Permanente Medical Group
Role: Senior Director, Corporate Finance
Overview

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With a change in leadership, implemented a more detailed budget process to help clinical leaders utilize a
“bottoms up” approach to building operating budgets and ensure alignment with overall organizational
strategy.
Responsibilities
• Led numerous training sessions on budget preparation and understanding monthly variance reporting to
assist clinical leadership in managing their departments
• Implemented a more detailed budget process which required budget owners to submit line item detail
regarding how budget amounts were derived and how budget linked to organizational strategy
• With my team, partnered with individual budget owners to act as thought partner and to assist in
documenting assumptions/calculations supporting budget amounts
Outcome
Both department and senior leadership positively received process change, with budget owners able to
develop budgets based on an understanding of operational drivers vs. applying high-level inflation factors
applied to historical spend patterns. New budget practices resulted in budget owners having a significantly
improved understanding of department budgets and a greater sense of ownership. With improved
understanding, clinical leaders were better prepared for COO budget review sessions, which were
significantly more productive. Efforts realized a 10% reduction in operational expenses.
Electronic Timesheet Implementation
Organization: Mid-Atlantic Permanente Medical Group
Role: Senior Director, Corporate Finance
Overview
Spearheaded the organization’s implementation of the PeopleSoft Timekeeping module to replace existing
manual paper processes.
Responsibilities
• Led the implementation team and was responsible for overall project management
• Drove project plan development and oversaw several key work streams including timekeeping policies,
process workflows, history conversion, reporting, and communication & training strategy
• Conducted system functionality demonstrations with key stakeholders to vet system and gather end user
requirements
• With project team and senior leadership, reviewed activity codes, consolidating and establishing
additional codes as needed
• Collaborated with executive leaders to revise physician pay practices and establish a new time off
benefit
• Oversaw user acceptance and parallel testing efforts
• Partnered with payroll vendor in the creation of automated data interfaces from physician scheduling
system to payroll, eliminating existing manual processes
Outcome
The project was very successful and resulted in enhanced efficiency and timeliness due to the elimination of
manual paper processes. Data quality was also significantly improved, leading to a substantial reduction in
the number of payroll errors. Improved efficiency allowed for a substantial reduction in the payroll processing
timeline from 8 to 4 days.

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Annual Rate Setting Process
Organization: Kaiser Foundation Health Plan / Mid-Atlantic Permanente Medical Group
Role: Manager, Operating Forecast and Planning / Senior Director, Corporate Finance
Overview
In early January, both the health plan and medical group would partner for the annual rate setting
process. Rate setting is the process by which Executive Leadership would determine the premium
increases that would be quoted to employer groups for the following year.
Responsibilities
• Led finance support for the process and was a key member of a multi-disciplinary team including
colleagues from marketing, membership and service area leadership
• Performed financial scenario modeling including expense assumption development, complex
revenue/expense modeling and financial strategy development
• Developed presentational materials to communicate results of scenario modeling; worked
collaboratively with process team members to develop joint recommendations for presentation to
Executive Leadership
Outcome
Efforts were ultimately successful, as they provided executive leadership with critical information needed to
make strategic rate decisions, in accordance with established timelines, to ensure long-term fiscal health.

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Annual Rate Setting Process
Organization: Kaiser Foundation Health Plan / Mid-Atlantic Permanente Medical Group
Role: Manager, Operating Forecast and Planning / Senior Director, Corporate Finance
Overview
In early January, both the health plan and medical group would partner for the annual rate setting
process. Rate setting is the process by which Executive Leadership would determine the premium
increases that would be quoted to employer groups for the following year.
Responsibilities
• Led finance support for the process and was a key member of a multi-disciplinary team including
colleagues from marketing, membership and service area leadership
• Performed financial scenario modeling including expense assumption development, complex
revenue/expense modeling and financial strategy development
• Developed presentational materials to communicate results of scenario modeling; worked
collaboratively with process team members to develop joint recommendations for presentation to
Executive Leadership
Outcome
Efforts were ultimately successful, as they provided executive leadership with critical information needed to
make strategic rate decisions, in accordance with established timelines, to ensure long-term fiscal health.