Director, Revenue Cycle Management (RCM) PMO & Transformation

What This Role Owns

• RCM project portfolio: Priorities, ownership, timelines, benefits, and status for approved RCM projects.
• Governance and decisions: Timely escalation of risks, decisions, and resource conflicts.
• Transformation roadmap: Sequencing of process, technology, vendor, analytics, and automation changes.
• Results: Confirmation that projects improve cash, reimbursement, quality, productivity, turnaround time, or cost.
• PMO team: Staff priorities, coaching, standards, and performance.

Key Responsibilities

Set RCM priorities and maintain the project list

• Maintain one prioritized portfolio of active, planned, paused, and completed RCM projects.
• Require a clear sponsor, owner, outcome, effort estimate, dependencies, and timeline before work begins.
• Recommend which initiatives should start, pause, stop, or wait based on impact, risk, and available capacity.

Give leadership clear visibility and decisions

• Provide concise executive reporting on progress, risks, missed dates, resource needs, expected benefits, and decisions required.
• Escalate unresolved ownership, scope, funding, timing, vendor, or resource issues with a clear recommendation.
• Identify projects at risk and require recovery plans with clear actions, owners, and dates.

Lead major RCM changes

• Lead major RCM process, technology, vendor, analytics, and automation initiatives.
• Define future-state workflows, roles, requirements, controls, exception handling, and handoffs.
• Ensure projects include requirements, testing, training, go-live support, and transition to the operational owner.

Confirm projects deliver results

• Establish baseline performance, target results, owners, data sources, and measurement methods before launch.
• Review post-implementation results and require corrective action when outcomes or adoption fall below plan.

Lead the PMO team

• Assign work based on priority, complexity, workload, and experience.
• Coach staff and maintain practical standards for planning, reporting, escalation, testing, launch, and closeout.

What This Role Does Not Own

• Daily production management or staff scheduling within RCM operations.
• Final ownership of operational KPIs after a project is handed to the responsible operations leader.
• Clinical, coding, legal, compliance, finance, or payer-policy decisions that require an authorized subject-matter owner.
• Product strategy or software engineering delivery outside the approved RCM project scope.
• Creating every project deliverable personally; the Director holds owners accountable and removes barriers.

Qualifications

• Bachelor's degree in healthcare administration, business, finance, information systems, a clinical discipline, or a related field.
• 7+ years of progressive experience in healthcare RCM, healthcare operations, consulting, transformation, or program management.
• 5+ years leading complex programs, multiple concurrent projects, or cross-functional teams, including people leadership.
• Strong working knowledge of the full healthcare revenue cycle and payer reimbursement.
• Demonstrated ability to prioritize work, resolve ownership conflicts, communicate with executives, and deliver measurable results.
• Experience leading projects that involve operational teams, technology, vendors, data, testing, training, compliance, and change adoption.

Preferred Qualifications

• Consulting experience with RCM strategy and transformation is a major plus.
• Experience in diagnostic, molecular, genetic, pathology, specialty laboratory, or another complex reimbursement environment.
• PMP, PgMP, Lean Six Sigma, HFMA, Prosci, revenue cycle, or comparable certification.
• Experience with Quadax, Salesforce, clearinghouses, payer portals, laboratory billing systems, Jira, Microsoft project tools, BI tools, automation, or AI-enabled workflows.

How Success Will Be Measured

• Leadership has a clear view of priorities, ownership, status, risks, decisions, and expected results.
• High-priority projects launch with clear scope, owners, timelines, testing, training, and operational handoff.
• Risks and missed commitments are escalated early with practical recovery plans.
• Completed projects deliver measurable financial or operational improvement.
• The PMO team consistently produces clear plans, accurate reporting, and strong follow-through.