Jason McNeil
Chief Financial Officer @Singing River Health System
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WORK HISTORY
Chief Financial Officer @Singing River Health System
Gautier, MS, US
I was tapped to manage entire financial portfolio including Accounting/AP/Payroll, end-to-end Revenue Cycle, Decision Support, Government Reimbursement, Treasury, Managed Care Contracting, Supply Chain, and Information Systems. I onboarded a third hospital into the health system, including its financial integration and transition to Epic EMR software. I led a matrixed team of 7 direct reports including 5 directors, 1 executive director, and 1 CIO, as well as 200 indirect reports, while being responsible for the health system’s entire $600M budget: I reduced denials from 2.5% to 1.5% of NPR leading to a $4M in savings by creating a Revenue Cycle Steering Committee, which held weekly denials meetings to streamline operations and track trending denials, contributing to 14% EBITDA margin. I decreased average days in AR from 50+ to 42, outperforming the industry standard, by optimizing the revenue cycle, collaborating with the executive committee e, and increasing upfront payments resulting in a 20% YOY increase. I achieved a positive operating margin of 1% on the heels of the COVID pandemic, when most health systems posted losses, through revenue cycle improvements and by transitioning system from RRC 340B to DSH 340B status, the latter leading to $3M in savings. I oversaw the reclassification of cancer and specialty operations to provider-based clinics of a different hospital through Medicare certification and cost reporting, maintaining DSH 340B status and saving $12M annually.
EDUCATION
Mississippi State University
MBA
Mississippi State University
Accounting
ABOUT JASON MCNEIL
I’ve always loved knowing how things work – looking under the hood at all the connections with an eye towards creative improvements. Early on, I found that working in auditing, and eventually in financial leadership, allows me to pop the hood of a company in just such a way. At each stage of my career, I’ve learned more about the mechanics of large healthcare organizations, as each opportunity has given me the chance to consider such systems from a different perspective. I spent the first 10 years of my career in the highest levels of the federal government, specializing in Medicare and Medicaid audits, developing a strong reimbursement and regulatory background. Next, I performed healthcare advisory services for a CPA firm, where I worked for a wide array of clients, before moving on to work for a single large healthcare system, eventually ascending to leadership, C-suite roles. In my leadership positions, I’ve had the opportunity to accomplish a great many things, accomplishments often enabled by knowledge gained from my diverse, previous experience. Some major accomplishments include: I reduced denials from 2.5% to 1.5% of NPR leading to a $4M in savings by creating a Revenue Cycle Steering Committee, which held weekly denials meetings to streamline operations and track trending denials, contributing to 14% EBITDA margin. I decreased average days in AR from 50+ to 42, outperforming the industry standard, by optimizing the revenue cycle, collaborating with the executive committee, and increasing upfront payments to 50%, a 20% YOY increase. I oversaw the reclassification of cancer and specialty operations to provider-based clinics of a third hospital through Medicare certification and cost reporting, maintaining DSH 340B status and saving $12M annually. I saved $5M+ annually by driving new membership in a 90-hospital purchasing coalition, streamlining purchasing and standardizing products in use. I provided financial analyses to stakeholders (doctors and nurses) to encourage this standardization. All these accomplishments share an ethos of continuous improvement, coming from a desire to apply knowledge and experience to improve complex systems with many stakeholders. I’ve enjoyed each step of my career building on my previous experience, and I look forward to whatever next steps the future may hold.
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