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The most common errors I see involve outdated coding practices and slow denial management.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.

High volume doesn't guarantee profit if your operational costs or revenue leakage are unchecked. It is often a symptom of "scaling inefficiencies"—where costs grow faster than revenue. I conduct a deep-dive financial analysis to identify if the issue lies in low reimbursement rates, staffing overages, or uncollected patient balances, and then build a roadmap to profitability.

Pediatrics relies heavily on volume and vaccine management. Drawing from Matthew's experience as COO of the Center for Pediatric Medicine, successful strategies include optimizing vaccine inventory costs, ensuring precise coding for well-visits vs. sick visits, and smoothing out scheduling density. We focus on maximizing the revenue per visit while maintaining a child-friendly environment.

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.

The local labor market is highly competitive. Retention is currently the biggest challenge. My approach involves not just recruitment, but creating sustainable staffing models that prevent burnout. By improving workflow and administrative support, we create a workplace culture that retains top talent from local hubs like Quinnipiac and Yale New Haven Health’s orbit.

Wait times are rarely a "doctor speed" problem; they are usually a "workflow" problem. I analyze the entire patient journey—from check-in to discharge—to identify bottlenecks. Often, simple changes to intake forms or rooming procedures can drastically reduce wait times, improving your reputation in the Connecticut community.

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.

Due diligence is critical. Beyond the financials, you must assess cultural fit, patient retention rates, and potential compliance liabilities specific to Connecticut state regulations. Having successfully led acquisitions, such as with Child Care Associates in 2024, I guide you through the operational vetting process to ensure the investment is sound.

Preparation is about "cleanliness" of data and operations. You need transparent financials, documented workflows, and a stable staff. I work with leadership to tidy up operational loose ends, making your organization more attractive to buyers or better prepared to integrate a new partner seamlessly.

Transitions create gaps in leadership that can destabilize a team. As an interim CXO, 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.

Scaling requires moving from "founder-led" to "system-led" operations. I help you build the infrastructure—HR policies, management hierarchies, and scalable billing systems—that supports growth. My goal is to help you expand your footprint across Connecticut without breaking the operational foundation.