Reducing costs shouldn't mean cutting corners on care. In a high-cost state like Connecticut, the key is optimizing operational efficiency. I focus on renegotiating vendor contracts, eliminating administrative redundancies, and leveraging technology to automate manual tasks. By streamlining these "back-office" functions, we can significantly lower overhead while allowing your providers to focus entirely on patient outcomes.

The most common errors I see involve outdated coding practices and slow denial management. Many CT healthcare organizations lose revenue simply because they don't have a robust system to track and appeal denied claims promptly. I implement rigorous RCM audits to ensure you are capturing every dollar you’ve earned, complying with the latest payer rules in the Northeast region.

Insurance payers often count on medical groups accepting standard fee schedules. With over 13 years of experience, I analyze your practice’s data to demonstrate your value—such as quality outcomes and patient volume—to leverage better reimbursement rates. Understanding the specific landscape of Tri-State area payers allows us to negotiate contracts that reflect the true cost of delivering care in this region.

Managing multiple sites requires standardized processes. Whether your locations are in New Haven, Hartford, or Fairfield County, the patient and provider experience should be seamless. I help unify your EMR usage, scheduling protocols, and communication channels so that your practice operates as one cohesive unit rather than fragmented offices.

If you feel like your team is working harder but accomplishing less, an audit is essential. As an objective third party, I can spot inefficiencies that internal teams might overlook because "that’s how we’ve always done it." An operational audit provides a clear, data-driven action plan to modernize your practice.

Transitions create gaps in leadership that can destabilize a team. As an interim COO, I provide immediate stability and strategic direction. I step in to manage day-to-day operations, reassure staff, and keep strategic projects moving forward, ensuring that patient care never suffers during a leadership change.