Safia Amatullah

Experience

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  NovaMed Eyecare Management

  Jan 1998 - May 1999

  Director of Revenue and Reimbursement

  Recruited by previous employer to this high-growth start-up Physician Practice Management Company with 24 physician offices and 10 ambulatory care centers with $121 M in gross annual charges. Manage all aspects of the revenue cycle including project management of billing system conversion, billing and collection methodologies, training, internal claims audit of ICD 9 and CPT codes, new physician practice transitions, clinical productivity and performance reporting. Manage and direct billing offices across six states equating to thirty-one employees. Show less

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  MIDWEST HEART SPECIALISTS

  Jan 1999 - Dec 2001

  Director of Revenue and Reimbursement

  Responsible for billing practice methodologies, financial analysis, cost analysis, and managed care contracting for this innovative cardiology physician practice with $39 M in gross clinical sales and $7 M in ancillary projects. Manage twenty-six staff personnel. Report directly to the Senior VP.

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  CAP GEMINI ERNST & YOUNG

  Jan 2002 - Nov 2003

  Senior Consultant

  • Project team member of a rapid strategic business planning initiative for a distressed health system in Detroit, MI. Scope of the engagement included: business imperative, risk assessment, improvement portfolio, high-level realization schedule, implementation timing and process. • Contributed to revenue cycle redesign for a hospital in Detroit MI. Scope of the assignment included managing cash acceleration, front-end process redesign, and reduction of existing A/R backlog. Assisted the client in defining future operating model through ‘Rapid Design’ ™ technique. Show less

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  Mt Sinai Medical Center

  Dec 2003 - Feb 2012

  Administrative Director, OR

  Reporting to Senior Vice President of Perioperative Services, administered departmental operations including responsibility for $110 million budget, 46 operating rooms and 41,000 surgical and endoscopy cases annually. Provided oversight of financial management, policy & procedure development, charge capture and supply chain initiatives, information technology development and implementation, and process quality projects.• Increased surgical volume by 19% between 2005 and 2010 through physician recruitment activity, addition of ORs and adjustment in staffing to extend the day and provide weekend coverage.• Achieved average annual cost savings of $1.5 million through contract re-pricing, supply chain initiatives, equipment standardization and instrument reprocessing.• Provided design and supervision of facility construction to build four new operating rooms and renovated more than twenty additional operating suites which included technology integration.• Developed and implemented staffing models to more effectively manage workflow resulting in increased patient and staff satisfaction.• Launched the implementation of McKesson PHS/HSM which generated 20% gain in revenue. • Partnered with surgical chiefs, radiology physicians, quality and risk to form the Laser Safety Committee with house wide Governance. Formed the Spine Committee (ortho and neuro surgeons) charged with addressing clinical practices, supply costs and revenue cycle initiatives. • Implemented SurgiCount sponge system. A cost avoidance initiative of $6 Million per annum. Show less

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  North Shore-LIJ Health System

  Jan 2012 - Jan 2013

  Assistant Vice President Emergency Medicine Service Line

  Responsible for business operations of 11 Emergency Departments (academic and community) with annual volume in excess of 680,000 visits and operating budget in excess of $55 million. Reporting to Senior Vice President of Emergency Medicine, span of control included financial management, revenue enhancement through charge capture, process quality improvement, policy & procedure development, work flow re-design, marketing, physician recruitment, clinical research and education. • Developed framework for consistency and standardization of operations metrics across 11 sites.• Partnered with site physician leader to refine quality improvement performance program to reduce Risk Claims by 5%.• Developed marketing program to strengthen physician and community relationships doubling patient volume to the Urgent Care Centers and Specialty practices.• Orchestrated the implementation of a new joint venture between the service line and a state run “back to work program” contributing $1.6 Million per annum in revenue. Show less

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  NYC Health and Hospitals Corporation

  Mar 2014 - Feb 2015

  Senior Director, Surgery

  Responsible for business operations for this community hospital’s surgical services and subspecialty ambulatory practices with a triangle reporting structure to the COO, interim Chief of Surgery and Chair of Anesthesia. • Achieved financial wins of $214K through staff restructure, process flow optimization and revenue enhancement within the first four months. • Using LEAN methodology led operational improvements that resulted in increased patient satisfaction 2%, reduced overbooking 30%, decreased walk-ins 25%, improved patient throughput shaving 20 minutes off office visits.• Led the clinical expansion of the Vein Clinic to include laser vein procedures. Successfully completed ICAVL certification. Show less

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  University Hospital

  Jun 2016 - now

  Director Of Business Operations