1. Stacy L.
Alexander
13 Park St
Whitefield, New Hampshire
03598
(603) 837-9167
(603) 315-3390
stacya100@aol.com
Objective
To use my experience and skills to bring positive change and financial stability to the
organization and be an active participant in a collaborative effort to bring the
organization to an enhanced new level of excellence in the community it serves.
Professional Profile
Extensive experience in Revenue Cycle Management including Department Director,
Interim Management positions and Consulting positions
Work Experience
Senior Revenue Cycle Consultant
10/2012-Present IMA Consulting, Chadds Ford, PA
• Perform project assignments as outlined in the client engagement letter,
including, but not limited to Revenue Cycle assessments, Revenue Cycle
transformations, and Interim assignments
• Gather, format, and analyze data
• Document observations and develop recommendations, assist others, as
required
• May facilitate process improvement teams at client organizations
• Assist client with implementing process improvements, reports to client
direct report on an operational basis as outlined in the letter of engagement
• Provide timely project status, either verbal or written, to project leads and /
or Partners includes identification of significant issues
• Fill interim staff positions at client organizations
• Manage Consultants, Senior Consultants, Consulting Managers, Senior
Consulting Mangers, and/or peers on a project basis
• Manages multiple engagements
• Assists with developing and updating project templates, as appropriate
• Lead project Q/A efforts for assigned service line(s)
Revenue Cycle Consultant/Interim Revenue Cycle Director
(Sub-Contracted by Quorum Health Resources)
9/2010-10/2011 Various locations within the USA
• Consultant/Interim Director assignments in Healthcare Revenue Cycle
services
• Re-design & development of all areas of revenue cycle, including
training/retraining, policy and procedure development, staffing evaluation,
process evaluation and re-design
• Goals for employees and departments established. Standards and
measurement tools/Quality Assurance programs put into place
• Effectively achieve reduction in unbilled receivables, A/R days and an
increase in cash flow
Director, Patient Financial Services
1/2009 – 9/2010 St. Joseph Health Services of Rhode Island
• Department director of all phases of Patient Financial Services Department
at a multi-campus, 386 bed multi-disciplinary, community-based health
system housing an acute care facility; inpatient, outpatient, and partial adult
and Geri-psych facility; long term rehabilitation; and assisted living center.
Also includes federally recognized primary care and specialty health clinics,
comprehensive on-site and satellite outpatient diagnostic and therapy

2. Stacy L.
Alexander
Resume, Page 2
services, and the largest pediatric dental clinics in the State
• Responsible for Operations and Salary Budget, Productivity, A/P, Payroll,
and all HR aspects of Department
• Reduced total A/R by $11 million; A/R > 150 by $4 million
• Improved cash collections by up to $2 million per month
• Reduced days in Accounts Receivable by 15
• Reduced technical and operational denials by 80%
• Brought outsourced third party receivables back in-house and discontinued
outsourcing
• Operated with a reduced staff by five FTEs with increase in total
departmental performance
• Implemented NEHEN electronic 270/271 transactions
• Implemented patient-friendly statements and returned mail process
• Added second Primary Collection Agency and Secondary Collection
Agency
• Implemented 835 ERA from all collection agencies
• Reduced late charge and unbilled issues by close monitoring, tracking,
trending and reporting and communicating with all Departments and upper
management
• Managed 30 member staff, with 3 subordinate supervisors
• Integral member of Hospital IT Core Team Committee, Revenue Cycle
Committee, Meditech Billing/AR Team Committee, RAC audit Committee,
and Leadership Group
• Active member of Hospital Association of Rhode Island Patient Financial
Services group, which meets on a monthly basis to address administrative
simplification among payors in Rhode Island as well as other payor issues
• Member HFMA since 1985, and serve on committees and volunteer for
duties as the need arises. Speaker at HFMA Revenue Cycle Meeting in
Chicago, IL on November 5, 2009
Consultant/Interim Director, Revenue Cycle
12/2007-12/2008 United Medical Center, Washington, DC
• High profile turn-around of 450 bed Acute Care facility located in the 7th
and 8th Wards
• Revised Chargemaster, and worked with Departments to improve charging
processes in ED, OR, L&D, Nursery, Observation, PACU, Recovery Room,
and Hospital-based Clinic departments
• Created Chargemaster Committee, and implemented charge item addition,
inactivation, and revision approval process and methodology
• With CFO, Implemented Chart Audit Committee, and monthly reporting of
audit results
• Brought much needed focus to Late Charges by Department, sharing
findings with Department Leaders and CFO
• Brought PFS Department back in-house, after having been out-sourced for
the last three years
• Assisted new PFS Director in hiring and training new staff on Meditech, and
other software
• Implemented upfront Medical Necessity Checking and ABN compliance
• Implemented upfront electronic insurance eligibility product
• Implemented Charity Care Program
• Developed new charge sheets/superbills for Hospital-based clinics,
Hospitalists, and Intensivists, and assisted with implementation
• Worked with Case Management to bring Denials under control and re-
worked in-house re-certification and appeals process

3. Stacy L.
Alexander
Resume, Page 3
• Continually working through compliance issues, claims issues, PFS
Department process issues, and training staff
• Working on implementation of MedAssets software to optimize market-wide
pricing, Chargemaster, and clean claims
Director, Patient Financial Services
1/2002 – 10/2007 Littleton Regional Hospital, Littleton, NH
• Department director of all phases of Revenue Cycle Management from
scheduling/pre-admit through patient account resolution
• Reduced A/R days from facility high of 130 in 2000, to a consistently
maintained 43-50 day range
• Reduced credit balances from $1.3 million to a maintained balance under
$200k
• Responsible for Operations Budget, Productivity, A/P, and all HR aspects of
Department Management
• Integral member of Hospital IT Strategic Steering Committee and
Implementation Team, Chargemaster Committee, Compliance Committee,
Charity Care Committee, Finance Committee
• Co-chairman of the NH Hospital Association Patient Financial Services
group, which meets on a monthly basis with all area major payors. Member
HFMA since 1985, and serve on committees and volunteer for duties as the
need arises
Consultant/Project Manager
5/2000 - 12/2002 Intellective, Inc., Dallas, TX
• Consultant/Project Manager assignments in Hospital Patient Financial
Services
• Re-design & development of all areas of revenue cycle, including
training/retraining, policy and procedure development, staffing evaluation,
process evaluation and re-design
• Goals for employees and departments established. Standards and
measurement tools/Quality Assurance programs put into place
• Effectively achieve reduction in unbilled receivables, A/R days and an
increase in cash flow
• Current project has resulted in a decrease of 50 days in gross days revenue
outstanding between Nov 2000 and May 2001
Interim Business Office Director, Consultant
3/1999 - 5/2000 NearTerm, Inc., Houston, TX
• Interim Hospital Business Office Director/Consultant assignments at
healthcare facilities throughout the U.S., 30-180 days in duration
• Business Office evaluation, system masterfile review and revision,
redesign/re-engineering of staffing and processes
• Team building, education, performance monitoring and measurement.
Develop Policies and Procedures based on specific facility needs
• Assume full duties and responsibilities of Director position while on
assignment
• Consistently achieve positive results in A/R reduction, increased cash flow,
reduction in bad debts and ensuring billing compliance. Establish
continuing goals for department and employees
Central Business Office Director
10/1995 - 3/1999 Columbia/HCA - Northside Medical Center & Heart Institute and St.
Petersburg General Hospital, St. Petersburg, FL
• Responsible for management of over 56 million dollars in receivables for
two acute care hospitals totaling 520 beds. Outpatient areas include a

4. Stacy L.
Alexander
Resume, Page 4
Wound Care Center, OP Psych-PHP, Senior Health, Diabetes and OB
Access clinics. Large volume of Occupational Medicine and Workers
Compensation as well as Medicare, Medicaid, and commercial payers.
Very high volume managed care with over 60 contracts per facility
• Oversee all aspects of billing, insurance and private pay collection, cash
posting, refunds, managed care logging, and collection agency monitoring.
Closely involved with all areas of registration, insurance verification, pre-
certification, pro-ration, upfront collections and satisfying billing edits to
ensure clean claims. Approve contractual allowances, discounts,
adjustments, bad debt and charity write-offs. Instrumental in monthly
contractual allowance and bad debt accruals made to General Ledger
• Responsible for monthly Bad Debt and Cash Collection projections and
meeting budgeted monthly goals. Quality assurance review performed in all
areas of Business Office and Registration and results tabulated and used
as working tool for managers in each area
• Responsible for strict compliance with all Federal and State regulations with
regard to registration, billing, collections and cash posting/refunds
Business Office Director
1/1989 - 12/1995 Columbia/HCA - Clearwater Community Hospital, Clearwater, FL
• Responsible for the management of Business Office for 131-bed facility with
heavy outpatient volume. Areas of responsibility included registration,
insurance verification, billing, collections, cash and refunds
• Managed collection agency performance and responsible for all Masterfile
maintenance related to Business Office
• Responsible for implementation and all aspects of planning,
masterfile/dictionary building, and testing in process of conversion from
Patcom/Debt Collection System to Affinity system. Initiated same process
for Affinity to HCA systems conversion before transferring to sister facilities
Business Office Manager
9/1986 - 1/1989 Mease Hospital - Dunedin Campus and Countryside Campus,
Dunedin, FL
• Responsible for all aspects of Hospital Business Office Management for
these consolidated 356 total bed facilities
• Very involved with Information Services Department in developing process
improvement and delineating areas in need of programming changes,
which were done in-house. Testing and approving the final product was
among my areas of expertise
• Implemented successful conversion from Mainframe billing system to
Sophisticated Software EDI billing system
Education
6/1979 University of Florida, Gainesville, FL
• Associate Degree
• Continuing education at University of South Florida and St. Petersburg Jr.
College in Accounting and Business Management. Successfully completed
numerous courses, seminars and workshops in the areas of Billing,
Collections, Time Management, Supervisory skills, specific systems
knowledge and A/R management
References
References are available on request.