WM.

KEVIN FOWLER, MBA, CPA

Cloverdale, IN 46120 Cell (812) 870-0573 - lkfowler7@yahoo.com

SENIOR FINANCIAL EXECUTIVE / CHIEF FINANCIAL OFFICER

An innovative and energetic Leader, skilled communicator/team builder, and an effective negotiator. Proven ability to analyze an organizations operations and then introduce strategic and tactical solutions that improve performance and results. Value Based Purchasing astute from years of decision support expertise. Accountable Care Organization adept in developing metrics, capitation targets, and contracts. Healthcare Financial and General Management Strengths: Revenue Cycle Authority Management Engineer Managed Care Expert Information Technologist Contract Negotiator Cash Flow Optimizer Physician and Continuum Integrator Turn-Around Experienced PROFESSIONAL EXPERIENCE AND ACCOMPLISHMENTS POPLAR BLUFF REGIONAL MEDICAL CENTER, a part of Health Management Associates, Inc. CHIEF FINANCIAL OFFICER 2013 2014 Financial and strategic leader of for-profit acute hospital of 423 beds over three campuses with seven Rural Health Clinics, 2 diagnostic centers, 1,200+ associates, and 49 integrated practitioners. Management oversight of 202 employees in Accounting, Registration and Scheduling, Case Management, Health Information Management and Clinical Documentation, Materials Management, Information Technology, and Integrated Practice operations for $212 Million net revenue operation. Generated a 20% EBITDA integrated margin with 73% of the payer mix government sponsored. RESULTS Recognized $317,000 in overpayments to terminated Anesthesia group. Settled overpayment of $374,000 to REIT under complex lease agreement. Negotiated settlement of $72,000 in overpayments with local Ambulance company Offset overpayment of $43,000 to regional IPA against annual support payment. Developed structure and accountability for Specialists that increased productivity by 22%. Filed multiple year Cost Reports to Medicare Advantage carriers for $78,000 gain. Corrected $1.9 Million in misstated assets. ______________________________________________________________________________ DOCTORS HOSPITAL OF LAREDO, a member of Universal Health Services, Laredo, TX CHIEF FINANCIAL OFFICER 2011 2013 Financial leader of for-profit acute hospital of 183 beds with physician ownership (Limited Partnership). Management oversight of 86 employees in Accounting, Registration and Scheduling, Case Management, Clinical Documentation, Health Information Management, Materials Management, and IT for $122 Million net revenue operation achieving a 19% EBITDA margin. RESULTS Optimized one primary medical supply contract to save $192,000 annually. Renegotiated Anesthesia provider contract to save $180,000 yearly from prior contract. Re-contracted natural gas and electrical commodity rates saving $156,000 annually. Developed physician scorecards to pinpoint annual $1.4 Million Medicare opportunity. Perfected staffing grids to achieve company best metric of 3.2 Adjusted Employees per Occupied Bed (AEPOB) and save $890,000 annually. Gained Texas Enterprise Zone approval to be reimbursed $1.25 Million over the next 5 years. Changed Self Pay conversion vendor with guarantees saving a minimum of $82,000 annually.

______________________________________________________________________________ COMMUNITY HEART & VASCULAR, a member of Community Health Network, Indianapolis, IN CHIEF FINANCIAL OFFICER 2010 2011 Financial Leadership for integration of 72 Cardiovascular, Infectious Disease, Pulmonary, Critical Care, and Hospitalist practitioners in 18 practice sites, across 5 hospitals of 960 beds, with direct oversight of the Indiana Heart Hospital. Management oversight of 59 employees in Accounting, Registration and Scheduling, Case Management, Clinical Documentation, Physician Billing, Materials Management, and IT for $153 Million net revenue integrated operation. RESULTS Persuaded Electrophysiologists to use more cost effective technology saving $7,000 per patient implanted ICD with total annual savings exceeding $1,250,000 network wide. First in State to file Sales Tax appeal to recover $1,070,000 under revised State law. Reduced cardiovascular inventories at Indiana Heart Hospital by 18%, or $735,000. Diminished Accounting staff by 40% saving $120,000 annually. Focused Network efforts on Blood costs that led to Network savings of $862,000. Audited Network physician chargemaster and increased cash collections $496,000 annually.

LUBBOCK HEART HOSPITAL, Lubbock, TX CHIEF FINANCIAL OFFICER AND CHIEF COMPLIANCE OFFICER 2007 2010 Financial leader that energized a staff of 42 employees in Accounting, Business Office, HIM, Materials Management, Information Technology, and Plant Operations in a64 bed for-profit hospital that was a limited partnership with 46% physician ownership and net revenue of $62 Million.
RESULTS Review of Managed Care contracts that led to collection of underpayments generating an additional $1,129,000, a 23% gain in net income in my first year. Review and revision of previously filed Medicare Cost Reports and related procedures to net an additional $920,000, or 96%, in Medicare cost report reimbursements. Renegotiated medical supply contracts in first year to save $476,000, or 2.9%, annually. Additional vendor pricing concessions in following years totaling $266,000. Instituted Access Management program that increased collections at time of service to 54%. Engineered Revenue Cycle improvements that increased claim throughput by 164% and reduced Days in Accounts Receivable to 33 days gross, an exceptional 28% improvement. Reduced Inventories by 29%, which increased inventory turnover by 32%. Developed a physician peer reporting program to replace mediocre vendor product saving $48,000 annually, while increasing payer reimbursement by $280,000 annually.

PUTNAM COUNTY HOSPITAL, Greencastle, IN CHIEF FINANCIAL OFFICER 2004 2007 I led 49 employees in Accounting, Business Office, Health Information Management, Materials Management, and Information Technology for an 85 bed hospital and 5 physician practices with net revenues of $32 Million. I took on Human Resource functions since we had no HR manager.
RESULTS Re-openings of past Medicare Cost Reports to net $1,050,000 in cash recoveries. Led Administrative team towards Medicare reclassification to net an additional $2,200,000 cash annually, realizing a 23% gain in Medicare reimbursement. This allowed new annual funding of $624,000 for 2 phases of salary enhancements for positions behind market rate.

 Re-designed employer health plan to save $700,000+, or 24%, in annual employer expense. This included managed care negotiations with a tertiary alliance for an additional 40% discount. Performed strategic re-pricing initiatives for the hospital and physician practices to increase cash reimbursements by $324,000 annually. Renegotiated 20% savings in collection agency contracts to save $42,000 annually. Restructured primary pharmacy contract netting annual savings of $84,000, saving 3%. Established bank sweep accounts and indexing to increase annual investment earnings in excess of $180,000, a gain of 269%. Medical supply contracts renegotiation to save $40,000 annually, a reduction of 3%. Improved Revenue Cycle to reduce gross accounts receivable by 13%, or $1,174,000. Increased cash holdings 345% during tenure to establish reserves of 97 days cash on hand.

CENTRAL VERMONT MEDICAL CENTER, Barre, VT Executive Director, Financial Services Director of Finance and Reimbursement Integrated health system included 122 bed hospital, 153 bed long-term care facility, and 24 physicians plus mid-levels in 9 practices with net revenues of $129 Million.

1999-2004 1999

Charge Description Master and Rate Restructuring increased hospital cash by $2+Million (a profit increase of 24%) and physician practice cash by $150,000+ annually. Produced $2,035,000 in cash settlements from Insurance claims and governmental appeals. Restructured Revenue Cycle for productivity gains that saved 57%, or in excess of $1Million annually. Increased Electronic Clean Claim rate from 22% to 86% to speed claim resolution, which ultimately helped decrease Gross Days in Account Receivable from 68 to 46. Instituted better Medicare Cost Reporting protocols to improve net Medicare reimbursement by 2%, or $270,000 annually Engineered Medicare Wage Index reclassification for hospital which improved Medicare reimbursement 2.6%, or $350,000+ annually.

THE MEDCOM GROUP, LTD, Johnstown, CO Controller Specialty durable medical equipment supplier for twelve western states.

1997-1999

LUTHERAN HEALTH SYSTEMS, Greeley, CO Regional Managed Care Analyst 19951997 Managed Care Organization for integrated networks of hospitals and physician practices. UNIVERSITY OF NORTHERN COLORADO, Greeley, CO Business Manager State University with an enrollment of 10,500 students. UNIVERSITY HOSPITAL AT UNIVERSITY OF COLORADO HEALTH SCIENCES CENTER, Denver, CO 393 bed Academic Trauma Center with full transplant services and 120,000 annual clinic visits. Assistant Controller/Manager of Reporting Assistant to the Director of Finance 19921995

1989-1992 1985-1989

EDUCATION AND CERTIFICATIONS INDIANA STATE UNIVERSITY, AACSB accredited Master of Business Administration with Honors, Finance Bachelor of Science, Business Management and Finance Delta Sigma Pi Business Fraternity, Beta Gamma Sigma Honor Society Certified Public Accountant under Colorado, certificate number 15944