Sharon Brady

• Optimized project timelines by effectively delegating tasks and prioritizing workload among team members.
• Cultivated a culture of innovation by promoting creative thinking and encouraging employees to take calculated risks in pursuit of solutions.
• Developed strong relationships with key industry partners, fostering collaboration and mutual growth opportunities.
• Directed design and execution of business transformation initiatives to drive performance, profit optimization and growth opportunities.
• Created an agile working environment, enabling rapid response to changing business needs without sacrificing quality or performance standards.
• Achieved departmental goals by developing and implementing strategic plans and initiatives.
• Established data-driven decision-making processes and implemented best practices in analytics to optimize performance across the organization.
• Streamlined operations for increased efficiency with process improvements and automation.
• Led cross-functional teams to successfully launch new products, meeting deadlines and budgets.
• Facilitated seamless business transitions during mergers or acquisitions, ensuring minimal disruption to ongoing operations while integrating teams effectively.

Project Manager for not-for-profit home healthcare and hospice organization with $59 million annual revenue. Responsible for planning, coordinating and overseeing all activities related to the design, development, testing and implementation of organizational projects while ensuring the goals or objectives of the projects meet the needs of the organization and are accomplished within the prescribed time frame. Accountable for identifying resource needs, managing project tasks, directing and coordinating project personnel to ensure projects progress on schedule, preparing status reports for key stakeholders and managing the project budget.

· Actively manage contractor work to ensure the company remains at or below budget for outsourced projects.

· Perform data analysis and present results in a meaningful way for executive leadership on a consistent basis.

· Direct projects in alignment with organizational strategic initiatives across multiple departments involving internal stakeholders and external customers.

o Document storage and retrieval system implementation (Lexmark),

o Performance Scorecard application to actively monitor performance in several key areas (Clinical team).

o Development of new department (Physician Support).

o Departmental Restructure (Medical Records).

o Dashboard implementation (Hospice).

o Custom document management workflow application (Physician Support).

o Partner invoice automation (Emory University and Emory Midtown).

o Custom physician portal implementation (Physician and Community Partners).

o Revenue cycle improvement (Billing and Finance).

Management roles and responsibilities for not-for-profit home healthcare and hospice organization with $59 million annual revenue. Managed revenue cycle and document management departments with responsibilities including employee training, procedure design, documentation and implementation, process improvement and revenue cycle analysis and administration.

· Instrumental in design, creation and implementation of updated patient supply ordering system resulting in an annual expense reduction of $300k and a cost per visit reduction of 25%. Trained staff and developed new hire orientation.

· Initiated transition to a new ambulance transport company resulting in an annual savings of 15% and streamlining the billing and reimbursement process.

· Reorganized health information management department and implemented process improvements resulting in reductions of outstanding physician documents by 50%, Medicare claims holding by 25% and days outstanding by 35%.

• Provided expert guidance on investment decisions, contributing to the company''s overall financial success.
• Coordinated annual budgeting processes, aligning departmental expectations with overarching financial goals.
• Developed strategic financial plans for long-term organizational growth and sustainability.
• Streamlined financial reporting processes for increased accuracy, timeliness, and ease of comprehension.

Financial manager and department supervisor for not-for-profit home healthcare and hospice organization with $12 million annual revenue. Responsible for employee and departmental management, revenue cycle analysis, process improvement and project management.

• Reconfigured department resulting in reduction of bad debt by 60%, reduction of accounts receivable by 50% and an increase in reimbursement by 32%.
• Improved process efficiencies resulting in a reduction in employee staff and hours, saving $33k annually.

Staff accountant for not-for-profit skilled nursing facility with $14 million annual revenue. Responsible for month-end reconciliation and close, patient financial management, regulatory financial reporting, billing, collections, accounts receivable and reimbursement, bad debt reduction, process improvement and employee training.

• Reorganized department resulting in reduction of total receivables by 117%, reduction of receivables greater than 90 days by $450,000 and reduction of billed-to-paid days by 50%.
• Instrumental in recouping $1 million in revenues, moving company from $900,000 in the red at 2004 fiscal year end to $120,000 in the black at 2005 fiscal year end .

Performed multiple roles to include medical assistant to orthopedic surgeons, business office coordinator for 3600 patient accounts, certified athletic trainer and certified neuromuscular therapist for physical therapy department, certified medical coder for ambulatory surgery center, transcriptionist for orthopedic practice, billing, collections, accounts receivable and accounts payable for surgery center, and employee training in each of these areas.

· Restructured departments resulting in reduction of bad debt by 50% while maintaining a 95% collection rate.