As a Director, Bryan Chamberlin is responsible for client project management and overall project delivery. He has extensive experience with next-generation EHR platforms and implementing best-practice revenue cycle methodologies, specializing in net revenue improvement and business process transformation across all areas of the revenue cycle.
Bryan has 18 years of experience developing business process improvements, implementing technology enhancements, and reducing backlogs throughout revenue cycle operations. He has worked with numerous organizations nationally to increase efficiency, monitor capacity, and improve operational and financial performance. He has experience leading projects for large academic medical centers, integrated health systems, community hospitals, VA medical centers, multi-specialty provider groups, home-health agencies, and DME suppliers.
- Led integrated revenue capture and billing change management initiatives while leveraging the Epic platform to maximize revenue capture and minimize unbilled backlogs for a six-hospital health system, resulting in best-practice metrics for both revenue capture and candidate for bill within 30 days as defined by Epic’s top 25 percent clients
- Served as leader of a comprehensive revenue cycle improvement and operational redesign project for a large academic medical center. The engagement included the creation of a revenue integrity department and a business office redesign. Project results included reduction of A/R days by 10.9 and an $84.5M increase of average cash collections.
- Led a revenue cycle improvement project for a hospital with approximately $1.6B in annual revenue, achieving over $15M in annualized benefit by implementing operational improvements across all patient access and patient financial services functions.
- Assisted in the operational design and testing for the installation of a new patient accounting system for a national public hospital system. Assistance was provided throughout the revenue cycle, advising on industry leading practices, functional, and technical requirements necessary to meet patient care and billing guidelines.
- Served as the interim manager of billing and collections for an east coast academic medical center with approximately $1.5B in annual net patient revenue. While implementing numerous operational improvements, cash collections increased by $18M over a six-month period.