Role: Regional Healthcare Operations Manager - Amedisys Home Health

Enabling approximately $158,000 in revenue recovery within six weeks by integrating financial analytics, operational performance management, and cross-functional recovery workflows.

The Situation

Amedisys faced an approximately $350,000 operating deficit. Financial and operational data existed across Finance, Operations, Revenue Cycle, and Clinical Operations, but fragmented reporting and disconnected workflows limited leadership’s ability to identify revenue leakage, prioritize recovery opportunities, and coordinate accountable action.

As a result, leadership lacked a consolidated view of performance and a consistent mechanism for converting financial insight into operational intervention.

The Approach

I led a six-week financial and operational recovery initiative spanning diagnostic assessment, recovery planning, implementation, and performance optimization.

I evaluated reporting processes, analyzed revenue leakage and operational bottlenecks, reconciled discrepancies across existing data sources, and gathered executive requirements across four departments. I then designed and implemented a centralized Power BI decision-support environment that integrated financial and operational performance, standardized KPI definitions, and highlighted the highest-value recovery opportunities.

Working with a five-member recovery team and 24 home health clinicians, I translated analytics into prioritized recovery actions, clarified cross-functional ownership, and embedded recurring performance reviews into leadership decision-making. I also established repeatable revenue-recovery workflows to sustain progress beyond the initial initiative.

The Impact

• Enabled recovery of approximately $158,000 in revenue within six weeks, addressing roughly 45% of the $350,000 operating deficit, by identifying leakage, prioritizing interventions, and operationalizing cross-functional recovery workflows.
• Created a centralized executive reporting environment integrating financial and operational data across four departments.
• Standardized KPI definitions and reconciled reporting discrepancies, improving trust in leadership reporting and financial decision-making.
• Mobilized a five-member cross-functional recovery team and 24 clinicians around prioritized revenue-recovery actions.
• Established repeatable accountability, performance-review, and recovery workflows to support ongoing revenue optimization.

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