Performance Ownership & Cadence
• Own the service review cadence — run the daily and weekly metrics/service reviews across all account managers, replacing the executive-led daily sync with a structured operating rhythm that you own and report on.
• Manage to SLAs — define, track, and meet service levels and turnaround times across the revenue cycle, and drive the operational metrics down against target.
• Hold account managers accountable for clearing inventory within SLA and for the health and aging of their accounts receivable.
• Escalate and report a concise daily/weekly status to the COO and leadership, flagging risks, blockers, and trends rather than raw numbers.
Process Optimization & Root-Cause Resolution
• Run problem management — identify recurring root causes behind backlogs and drive them to permanent resolution rather than reworking them daily.
• Coordinate cross-functionally with submission, credentialing, product, and client-facing teams to fix systemic issues at the source.
• Build standard playbooks and SOPs so account managers work consistently and new issues are triaged the same way every time.
• Use data to prioritize — evaluate inventory, trends, and aging to decide where the team focuses each day for maximum impact on cash.
AI & Automation
• Apply AI and automation to RCM workflows — identify where submissions, rejection/denial triage, AR follow-up, need-info handling, and reporting can be automated or AI-assisted, and lead the rollout.
• Reduce manual effort and rework by deploying tools such as bots/RPA, AI-driven claim and denial categorization, predictive AR prioritization, and automated status reporting.
• Partner with product and engineering to embed AI into the platform and ways of working, define requirements, pilot solutions, and measure impact on efficiency and accuracy.
• Build an automation roadmap that ties each initiative to a measurable outcome — inventory cleared per resource, turnaround time, and error/denial reduction — and continuously raises the bar on what the team can handle without adding headcount.
Resource & Capacity Planning
• Balance workload across account managers based on inventory volume and complexity, addressing imbalances and bandwidth constraints before they become backlogs.
• Forecast staffing and capacity against client volume and onboarding, and make the case for headcount or reallocation when inventory outpaces capacity.
• Manage performance and development of the account manager team, including goals, coaching, and productivity standards.
