Connie Lockhart

Ms. Lockhart’s experience includes healthcare margin improvement and revenue cycle operations with successful delivery of significant benefits to health systems, large integrated health care providers, sub-acute providers, and academic medical centers. Her focus has been on service delivery, human resources, technology, workflow, reporting, and governance and controls.

  • Functioned as Director, CFO Services for a large consulting firm performing sales, cross-selling, engagement management, and leadership to include mentoring, education, and training.
  • Oversaw budgets, invoicing, delivery, and practice initiatives (e.g., led committees).
  • Led start up practice within the consulting firm, leading revenue cycle engagements as well as starting the Revenue Integrity Solutions Suite (RISS).
  • Hired team, acquired supporting software (VitalWare), and developed relationships within the company to work with the private equity partners providing due diligence services to include chart to claim audits for assurance in coding and diagnosis accuracy supported by required documentation.
  • Developed annual business plan for RISS and within first year sold and delivered $1.5m in revenue, with $500k in pipeline at end of 2020.
  • Generated total annual sales in FY2021 of $3.7m, with $1.9m managed revenue.
  • Served as Director, Health and Government Solutions for a major international consulting firm providing sales, cross-selling, utilization with delivery of services, leadership of engagement teams, and project management with accepted client deliverables.
  • Used data analytics and generated insights to develop methodologies and used appropriate tools to perform complex analysis within revenue cycle to include:
  • Identified opportunities for improving performance of the revenue cycle processes, improve margins, enhance use of existing technology, and restructure organizational design, governance, and controls.
  • Completed assessments and estimated the associated financial benefit opportunity (e.g., balance sheet vs. income statement impact) for future engagement transformational work.
  • Completed transformations to include workflow changes, productivity monitoring, quality reviews, and data and reporting to monitor, trend, and drive benefit.
  • Demonstrated ability to develop trusted relationships with clients, build teams, and address client challenges to include:
  • Decentralized business offices with separate leadership, non-standard processes, and/or disparate systems.
  • Inflated A/R days due to inefficient processes in denial management, coding, claims processes, and collection follow-up.
  • Limited focus on proactive review of revenue integrity.
  • Ineffective use of technology/EMR systems with lack of optimization.
  • Data and reporting limitations.
  • Manual workflow with various stratification approaches, resulting in inconsistent prioritization, competing priorities, and process break downs.
  • Performed as Chief Operating Officer at a regional health center reporting directly to Chief Executive Officer.
  • Managed ancillary departments (Lab, Radiology, PT/OT), Radiation Oncology, Surgery, Patient Access, Revenue Cycle (billing and collections), Managed care contracts (negotiation and implementation), Security, and Plant Operations.
  • Operated as Executive Director of Revenue Cycle Operations for a national operator of healthcare facilities.
  • Set up Central Business Office supporting 5 facilities in Texas, including St. Joseph Medical Center, the flagship hospital located in Houston.
  • Served as business office director at a women’s hospital for a major healthcare organization, transitioning to Shared Services with start-up development beginning in Jun 2000.
  • Opened the Gulf Coast shared services division, supporting 20 hospitals.
  • Managed all training and education along with acquisitions and mergers while transitioning into the centralized structure.