RESUME OF MELISSA (BRASHEARS) GOAD, CPA, CRCR, MBA

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As CFO for Tuba City   Regional Health Care Corp, managed the financial operations and fiscal strategy for a $260   million, 73-bed regional P.L. 93-638 tribal health care facility with four   permanent and three mobile clinics.

• Led a 140 team with responsibility for all aspects of the   end-to-end Revenue Cycle, Grants, Fundraising, Contracting/ Vendor   Management, Purchased Referred Care, Financial Planning & Analysis, and   General Accounting (treasury, general ledger, accounts payable, payroll).
• Exceeded all financial metrics for the organization in every   reporting period (operating margin, labor costs, AR days, cash goal, RCM cost-to-collect,   divisional vacancy rates, # of workflows automated).
• Retooled the revenue cycle workflows and system configuration for   a failed Allscripts implementation resulting in reduction of unbilled claims   from 44 days to 21 days and reduction of open AR without a discharge date by   50% in a 6-month window.
• Delivered a threefold increase in alternative revenue streams   (grants, federal reimbursements, tribal compact revenue, etc.).
• Developed the staffing plan for a 123,000 square foot clinic ($160M)   plus led the feasibility study and secured preliminary funding for a 90-bed   long term care facility ($55M), a domestic violence shelter ($10M) and two   48-unit housing complexes ($52M).
• Worked closely with outside legal counsel to file a lawsuit   against US Federal Government valued at $25M annually; case will be presented   to the US Supreme Court in March 2024.
• Navigated a $35M restatement resulting from revenue recognition   errors prior to tenure.
• Worked with the CEO and other senior executives to establish the five-year   plan for financial priorities and strategic objectives for the organization. 
• Worked cohesively with the clinical teams to monetize medical   services through workflow tracing to ensure all billable events were captured.   
• Managed investment of funds and worked with bankers to maximize   investment returns for a $450M portfolio.
• Increased participation in Arizona Medicaid’s patient centered medical home program by 60% in four months. 

Served as a Senior Director (VP level) for adoption of an intelligent automation program for CommonSpirit Health’s technology organization with focus on assessing the progress and impact of a prioritized portfolio of initiatives. 

Responsibilities included: 

• strategic planning 
• ideation, intake and assessment of automation initiative viability 
• governance
• portfolio value realization 
• financial management 
• liaison to key leaders across clinical and non-clinical functions  

As Senior Director, IT Finance for Dignity Health ($800 million of operating and capital spend annually): 

• Served as senior financial leader for the implementation of electronic health records across 40 facilities and 216 clinics. Led the organization out of a compromised financial position to one with utter clarity around projected multi-year spend. Achieved monthly spend accuracy of 98% in 18 months.  
• Spearheaded the implementation of Apptio and QlikView, business intelligence applications, to gain better understanding and control of technology spend KPIs and metrics for Dignity Health. In addition to serving as the business leader, the role demanded serving as SME for application configuration, data flow design, metrics definition, and business user report creation. 

Served as a financial statement auditor for two public accounting firms, Ernst & Young and Faulkner & King (a Big 4 spin-off) for eight years. Frequently assigned to troubled clients due to my ability to foster health professional relationships with difficult persons in positions of power in distressed situations.  

Served as a SME on the legal due diligence team for CIGNA’s sell of Lovelace Health System (four hospitals and one health plan) to Ardent Health System.  

Served on the senior leadership team for innovation and digital transformation of Providence’s revenue cycle. The revenue cycle is comprised of 3,700 staff spanning 51 facilities in 7 states and is responsible for over $16 billion in net revenues annually.  

• Spearheaded the creation and oversight of a governance framework to support the investment plan for achieving enterprise level goals.
•  Negotiation and activation of strategic vendor partnerships. 
• Organizational structure and design.
• Led the consolidation and workflow modernization of previously distributed revenue cycle functions into a single shared service 

Advised CommonSpirit Health, a 117-facility hospital system, on their strategic clinic operational transformation initiative (“Care of the Future”). Effort involved my participation in clinic physical redesign, workflow optimization and assessment of a variety of technologies (connection center CRM, CLEAR for clinic check-ins, various robotic process automations for back-office processing) to support the operational model.

Served on the leadership   team for the service recovery effort for a multinational technology managed   services provider (Tech Mahindra). Reduced service ticket backlog by 82% across three   electronic health record systems in six months for their client Ascension Health,  one of the largest private   healthcare systems in the US.

Led the creation of the 5-year, $2.5 billion strategic financial plan for the technology department. Worked closely with C-suite to align technology deployment plans with organizational EBITDA and capital planning goals.

Led a business expansion project dramatically increasing Cigna’s presence in Nevada via a strategic partnership with a boutique health plan. Role included partnership with executive leadership of the health plan to develop an integration strategy, assessment of key functional area’s capabilities, and review of technology data transfer points to support the seamless provision of services to members. Outcome was the ultimate acquisition of the boutique health plan.

Assisted a multitude of organizations over the past 30+ years with large scale, cross functional and complex transformation initiatives.

• Enterprise level focus have been on assisting numerous clients with post-implementation stabilization efforts following difficult ERP implementations (SAP, Lawson, JD Edwards, PeopleSoft) for the Phoenix office of Resources Global Professionals (a former subsidiary of Deloitte). 
• Departmental efforts have been to serve as an integrator between operational needs and technology solutions (Apptio, QlikView, Plan View, HP’s PPM, FieldGlass, various proprietary/legacy tools).  
• Project scopes have included establishing governance, defining success, establishing scope and metrics, managing change orders, issue management/ escalation, overseeing completion of deliverables, managing schedules, meeting milestones, and ensuring success.  

Led the launch of the intelligent automation program for a three state health system including strategic planning and oversight of governance. Primary focus was assessing the progress and impact of the prioritized portfolio of initiatives on achieving improved efficiencies and increased revenue. 

Led the operational readiness function for migration of three legacy platforms to a modernized destination platform for Anthem (7 million members over 4 years). Set-up business areas for operational success post migration by understanding the variances in how the technology functioned between the legacy and destination platforms, identifying necessary process flow modifications, developing upskilling training strategies for existing staff and then designing strategies to overcome staffing constraints through use of interim staff.   

Directed the recovery from a failed claims adjudication application for a $425 million Medicaid plan. Project included application gap analysis, requirements redefinition, application configuration, custom code development, extensive testing (SIT & UAT), end-to-end process flow realignment, staff training, and re-adjudication a year’s worth of medical claims.  

Oversaw the implementation of a vendor management program to aid in consistent utilization and proper governance of contingent workers for Dignity Health’s IT department. The transformation effort began with defining the problem and desired outcome then moved into crafting a strategy for bridging the gap that included system selection, system implementation and process flow design as well as negotiating a contract with a 3rd party vendor management service provider. Annual spend was ultimately reduced by 50%.