I accidentally got into this career.
When I was a little boy, I thought I would be a lawyer. But when I got to high school, I had a pretty fantastic economics teacher who inspired me to study that subject in college.
After getting my economics degree, I planned to go on and get a doctorate in econometrics. But first I decided to take some time off in order to think about what kind of job I would get with an econometrics degree if I didn’t get a job at the Federal Reserve.
So I took a position in what I thought was financial services that actually turned out to be a call center job.
It just hit me naturally.
I was good on the phones. I started making a lot of money for a 21-year-old, and I never went back to school.
I got moved into management and was running high-profile teams. I was a high-energy leader who had the passion for the job and that inner ethics that made me do the job with quality, not cutting any corners.
A couple years into the job, I had the opportunity to move to other large organizations that were in multiple industries such as financial services, student loans, utilities and government. I ended up fixing a lot of call centers.
I ran a large centralized organization focused on the revenue cycle — billing and collecting — where we went from managing 50 hospitals to almost 100 with the same number of people. The methodology is to get people to be more efficient. It’s about segmenting the work and putting the right work in front of the right person at the right time so that person can do twice, three times, sometimes five times as much work as ever before. The hospitals could then take on more clients and physician groups without having to hire more people or hire at a lower rate. That generates more revenue and decreased the expense per client.
During my time in the health-care industry, I began to see that hospitals wanted to control more of the contact with their patients and improve the quality of their processes. However, many were decentralized and are not as organized as they wanted to be.
So in 2011, I opened up my own consulting company. For about two years, I was helping hospital systems and revenue-cycle companies transform from decentralized operations to more centralized operations. I then helped them implement call center technology.
I had done some work with Convergent as a consultant, helping the company redesign some of its technology.
I saw they were so well positioned to be able to help hospitals and physician groups with what is going to be a very turbulent several years to come as people react to the Affordable Care Act and have to deal with the electronic processing of claims. There’s so much going on, and hospitals and physicians are going to be in need of help. I saw this as the perfect fit for me. Now my primary focus is making sure we drive quality and become more efficient.
— Interview with
Position: Chief operating officer, Convergent Revenue Cycle Management, Gainesville, a provider of revenue cycle management and patient access solutions to health-care providers.
Career highlights: President, Rassier Consulting; vice president of operations, Conifer Health Solutions; vice president of operations, iQor; vice president of operations, Risk Management Alternatives.
Education: BA, economics, Washington State University.
Personal: Commutes from Dallas to Gainesville.