Sarath Degala

EVP, Operations at Privia Health

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About

Sarath has 18 years of executive experience as a Hospital Executive with experience across Ambulatory Surgery Centers, Physician Group Management, Hospital Operations, Strategic Planning, Growth and Business Development, Revenue Cycle Improvement, Supply Chain management, Managed Care, and Performance improvement within a variety of healthcare settings. At present, Sarath is a member of Healthcare Financial Management Association (HFMA), American College of Healthcare Executives, and Medical Group Management Association (MGMA). Sarath attended the University of Central Florida where he studied Health Services Administration and biology and earned a Bachelors degree in 2001. He also attended the University of Central Florida to obtain a Master's degree in 2003 in Health Services Administration. Sarath finally concluded his educational background at Goizueta Business School at Emory University where he obtained his MBA with a concentration in Finance in 2005. In his personal time, Sarath enjoys cooking, basketball, running, traveling and coaching his kid's sports teams. Specialties: Hospital Operations, Physician Group Management, Mergers and Acquisitions, Business Development and Growth, Revenue Cycle, Strategic Planning, Operational Improvement, , M&A, Case Management, Integration and Turnaround Services

Ask me about
Surgery centers
hospitals
Healthcare strategy
Epic EMR System Integration Development Services
Home Health Care Software
MatrixCare Home Health and Hospice
PointClickCare Home Health Care Platform
Work experience
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Jun 2019 - Present

ChartSpan Medical Technologies

Board Member

Mar 2019 - Present

ThinkResearch

Chairman of the Advisory Board

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Feb 2019 - Present

OncoLens

Member Board Of Directors

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Jan 2016 - Present

CipherHealth

Advisory Board Member

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Dec 2019 - Jul 2021

CareCentrix

SVP Network Management

Responsible for post acute network for home health, DME, Skilled Nursing and home infusion for 33m Americans across 41 states. Risk based contracting with Medicare Advantage health plans for post acute. Implemented Virtual visits in home health, including PT/OT/Speech therapies.

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Aug 2017 - Dec 2019

PriorAuthNow

Member Board Of Directors

PriorAuthNow has piped into the payers and worked to develop clinical algorithms to pull only relevant clinical information from EMR's (EPIC, Cerner, Athena, NextGen, GE) including physician practice systems to send over an authorization that is often received real-time or within an hour ~75% of the time and their bi-directional interface puts the auth back into the physician and hospital EMR's and Patient accounting systems respectively so the bill can be dropped. This eliminates the time consuming calls on the phone with each payer, improves authorization staff efficiencies and volume of cases done per day, improves cash acceleration and reduces denials related to clinical authorizations.

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Oct 2017 - Nov 2019

BIP CAPITAL

Vice President

Lead all Healthcare Technology investments in Fund IV -Board Member of PriorAuthNow -Board Member of OncoLens -Board Member of ChartSpan

Mar 2017 - Aug 2017

Baylor Scott & White Health - Centennial

Interim Chief Executive Officer

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May 2016 - Jan 2017

Surgery Partners, LLC

Chief Development Officer

Jan 2014 - May 2016

Tenet Healthcare

Chief Business Development Officer- Southern States Region

Responsible for providing leadership for the development of regional business strategy for 11 hospitals in four states that include Alabama (Brookwood Medical Center); Georgia (Atlanta Medical Center/Atlanta Medical Center, South Campus, North Fulton Regional Hospital, Spalding Regional Hospital and Sylvan Grove Hospital); North Carolina (Central Carolina Hospital and Frye Regional Medical Center); and South Carolina (Coastal Carolina Hospital, East Cooper Medical Center, Hilton Head Hospital, and Piedmont Medical Center). Responsible for ensuring the implementation of tactical elements of the hospitals’ business initiatives. Has responsibility for market analytics, product line development by hospital, and new market development. Responsible for implementing marketing strategies to promote the regional and local business initiatives, working closely with hospital CEO’s to develop those strategies and to take advantage of synergies within the region.

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Aug 2012 - Jan 2014

WellStar Health System

Vice President, Revenue Cycle

Sarath is the system Vice President of Revenue Cycle for WellStar Health System which includes 5 Acute Care hospitals, 7 Urgent Care Centers, 2 Nursing Homes, 14 imaging centers, and more than 600 employed providers. - $1.6B In Net Revenue - Redesigned the structure of the Revenue Cycle at WellStar to merge the hospital, medical group and patient access Lead the Revenue Cycle implementation of EPIC for WellStar Medical Group providers in Sept and within 60 days achieved top quartile results compared to all EPIC prior implementations for Charges, Claim Edits, Cash, Credits, and AR Days. - 96% clean claim pass rate - 0.67 Days in Denials - 0.82 Days in Credits Took flagship hospital live with EPIC in December and within 1 week had the hospital capturing 100% of charges compared to baseline. - 101% of Cash Collections as a % of Net Revenue - Improved cash collections by $41M over 90 day period to start FY 14

Dec 2010 - Sep 2012

Ascension Health - Saint Vincent's Health System

Vice President of Revenue Cycle & Reimbursement

 Successfully executed $12M Net Revenue financial turnaround strategy in first seven months through multiple revenue cycle initiatives including Strategic Pricing, CDM Analysis, Medicaid Conversions, Clinical Documentation Improvement, Nurse Auditor/ Stop-Loss, Provider Based Billing, and Cost Report findings.  In year two, Revenue Cycle and Finance initiatives have yielded at $29M Net Income from Operations including Strategic Pricing, Charge Capture, ED Facility Leveling, CDS DRG Improvement, and Cost Report findings.  Responsible for all aspects of revenue cycle for the health system, including multi-hospital system and integrated physician network (Patient Access, Centralized Scheduling, Pre-Registration, Patient Accounting, HIM, Clinical Documentation Improvement, Physician Practice Management, and Physician Billing)  Responsible for monthly/ quarterly financial close process including reimbursement, budgeting, decision support, and system office reporting of key statistics.  Improved Gross Revenue by 29% and Net Revenue by 16% since FY 2010 and decreased operational denials to less than 0.6% of Net Revenue.  Implemented branded Financial Clearance program which led to $6.2M annually in additional Net Revenue through self pay conversions to Medicaid, a 219% improvement.  Uncovered more than $14M in expected Cost Report improvements for FY 2011 & 2012  Integrated the revenue cycle processes and implementation of standardized practice management systems and EMR platform for growing 130+ employed physician network including multiple specialties including Cardiology, Neurosurgery, Primary Care, General Surgery, and OB/GYN which resulted in 12% improvement in cash collections, 6% reduction in Denials, and reduction in Bad Debt.  Co-chaired Continuum of Care with CFO to expand health system service offerings to include Skilled Nursing (Ortho/Rehab), Home Health, and Hospice.

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Mar 2009 - Jul 2010

IMA Consulting

National Revenue Cycle Director

A privately owned Healthcare Consulting firm based outside of Philadelphia, PA that specializes in Hospital Operations, Expense Analysis, Finance, Litigation Support, Compliance and Medicare Recovery services. Developed new strategic relationships which expanded IMA Consulting's service by offering a process engineering expertise/focus into leading edge business intelligence solutions which provided IMA Consulting and its new clients with a product differentiator. Completed SWOT analysis of Healthcare Practice and created strategic plan to grow revenues by 20% over two years through improved market penetration in challenging areas by the creation of new service lines and strategic partnerships. Worked with hospital CEO & CFO in Pennsylvania to restructure both the hospital and multi-specialty physician group to achieve both a $4M improvement in cash flow and $2M Net Revenue enhancement within the first 90 days. Led a management initiative within a New Jersey based Academic Medical Center with the objective of improving effectiveness of department operations implementing a fully-integrated utilization management solution which resulting in an improvement of $20M Gross Revenue and a 15% improvement in Case Management related denials. Managed the implementation a four-hospital centralized pre-processing that resulted in a 46% reduction in patient access related denials ($4.2M Net Revenue Annually), improved registration accuracy (30% increase), and increased POS Collections by 120% from the prior year's baseline.

Dec 2007 - Apr 2009

Healthcare Impact

Director

•Provided interim management within a CBO, responsible for 26 staff and more than $300M in AR •Reported directly to the CFO on the progress of a $16M initiative to reduce a billing backlog and to increase efficiency across several departments including Health Information Management, Business Office Operations, and Audit & Compliance. •Recently engaged to redesign a CBO; responsible for $680M in AR and realized $22M of annualized net benefit to client after 90 days through a rapid performance improvement plan and more than $40M for 2008.

Jul 2006 - Dec 2007

PricewaterhouseCoopers LLP

Senior Healthcare Consultant

• Performed detailed due diligence and cost improvement analysis for a multi-hospital system merger and acquisition which resulted in more than $500K in professional fees. • Acted as the Lead Consultant during the implementation of a business office redesign for a gulf coast hospital system that exceeded target revenue by $20M while weathering the effects of Hurricane Katrina and a subsequent 20% loss of staff. • Assessed and developed the cash reconciliation process for a health system delinquent in balancing deposits to payments; project identified a $12M variance that was resolved within 60 days.

May 2005 - Nov 2007

2005- 2008

Senior Healthcare Consultant

Recognized as a 2007 PricewaterhouseCoopers Chairman's Award Winner. Directed multiple design sessions with academic medical center senior leadership to develop strategies and processes for becoming a Top 25 hospital within 10 years. These design sessions included a hospital acquisition and consolidation of specific core business processes to decrease overhead costs and improve financial performance. Lead multiple teams of consultants in conducting financial best practice and Sarbanes-Oxley audits for a large $4.5B Revenue Rehabilitation Hospital system at various sites throughout the United States. Performed detailed due diligence and cost improvement analysis for a multi-hospital system merger and acquisition. Lead multiple teams of consultants in conducting best practice and Sarbanes-Oxley audits for a large $4.5B Revenue Rehabilitation Hospital system at various sites throughout the United States. Managed the implementation of a financial turnaround for a gulf coast hospital system that exceeded target revenue improvement by $20M while weathering the effects of Hurricane Katrina and a subsequent 20% loss of staff over 14 months.

2005 - 2007

Pricewaterhouse Coopers

Healthcare Consultant

May 2004 - Nov 2004

Navigant Consulting

Healthcare Consultant- Intern

•Implemented billing and cash acceleration policies and procedures for a large hospital system that resulted in a 34% increase in billing accuracy and a 12% increase in monthly revenues. •Initiated the development of an inventory management system and instituted controls which resulted increased the ability to facilitate the distribution and return of anatomical materials throughout a state-hospital system by more than 60%.

May 2004 - Nov 2004

2004-2005 NAVIGANT CONSULTING INC

Intern - Healthcare Consultant

Implemented billing and cash acceleration policies and procedures for a large hospital system that resulted in a 34% increase in billing accuracy and a 12% increase in monthly revenues within 60 days. Initiated the development of an inventory management system throughout the State of California and instituted controls which resulted in an increased ability to facilitate the distribution and return of critical biological materials throughout a state-hospital system by more than 60%.

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Dec 2003 - Jun 2004

Emory Healthcare

Intern - Strategy

Planned an $8M capital investment in technology and construction to design a distinctive environment to facilitate community increases in CT, MRI, and PET-CT services which resulted in more than a 250% increase in patient revenues and a 21% increase in customer satisfaction over the next 3 years. Developed financial analysis and delivered a capital expenditure proposal to executive leadership demonstrating a need to expand high volume procedures to outpatient settings to compete with new entrants into the market. Executed financial analysis, a market feasibility study, and an implementation timeline for an outpatient service line expansion for Cardiology and Radiology.

Nov 2001 - Jun 2003

Orlando Regional Healthcare

Financial Analyst

Jan 2001 - Jan 2003

ORLANDO REGIONAL MEDICAL CENTER

Financial Analyst

Assisted in fiscal planning and established financial benchmarks for the largest level-one trauma center in Central Florida. Gained a tremendous amount of insight into hospital operations through experience as Emergency Department Registration staff member while completing Masters in Health Services Administration.

Education

2003 - 2005

MBA, Finance and Operations

2003 - 2005

Goizueta Business School, Emory University

MBA, Finance & Operations; MHA Health Services Administration

2002 - 2003

MS, Health Services Administration

1998 - 2001

BS, Health Services Administration

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