Ayal Bitton

As a Director in KPMG’s Access and Revenue Cycle Operations practice, I oversee patient access assessments and implementations, providing thought leadership and oversight to translate strategic insight into operational improvements. I also support a wide range of engagements, including consumer strategy intensives for medical groups of all sizes, with a focus on patient access strategy and change management. I bring over 10 years of experience in process improvement, reengineering practice flows and professional fee revenue cycle activities, resulting in improved efficiency, financial performance and consumer experience.

Engagement experience

• I developed a comprehensive access change management methodology (strategy & tactics) leading to over $8.4M in quantified ambulatory returns across 12 months; representative examples include:
  • Recapture of 373 hours (~10 FTEs) of weekly schedule template variance across ~400 providers
  • Increase in year-over-year appointment volumes ranging 4.1% - 5.3%
  • Reduction of no-show rates ranging from 12 – 17%
  • Implementation of “Advanced Access” scheduling models reducing appointment lags to within 2 weeks
• I have successfully implemented patient access improvement efforts with both academic and community health systems including initiatives such as: governance and change management structures, latent capacity capture, provider schedule template optimization, capacity management reporting and analytics, patient contact channel redesign, and practice workflow and staffing rationalization
• I have developed patient access to care initiative roadmaps on behalf of over a dozen major health systems including community, academic, and regional health systems
• I led efforts with an academic health system to develop differentiated patient access analytic capabilities including predictive no-show analytics and workflow tools
• I led an 18-month ICD-10 preparation engagement including risk identification, staff and provider education, and technical transition on behalf of a 2-hospital community health system and its employed medical group
• I served as interim physician practice revenue cycle administrator (“front end”) on behalf of a 2-hospital community health system and its employed medical group to increase point of service collections, improve charge lag, and drive clean claim rates
• I developed a customized practice staffing analytic tool for a rural community health system, integrating inputs from payroll, billing, and financial reporting systems to support a rationalized practice staffing strategy
• I have supported over a dozen professional fee revenue cycle assessments, including management of front end operations and business processes for health system-sponsored multispecialty physician practices