Danielle Cichon

Nevada’s largest privately-owned ear, nose, and throat clinic and ambulatory surgery center with a staff of 100+ employees and 12 physicians.
Chief of Staff ENTC / Director of Strategic Operations ENTSC
Hired as the clinic’s Director of Operations and in two months promoted to Chief of Staff for ENTC and Director of Strategic Operations of the ASC to lead change management in both companies. This was achieved by replacing policies, reengineering systems, advancing staff performance, and strengthening partnership / stakeholder relations. Improved employee performance, refocused HR / People operations, and improved culture through proper training, development, strategic planning and systems.

• 90% reduction in A/R for ENTC and ASC furnished by replacing the existing billing department management and staff and overhauling revenue-cycle management policies and procedures. Raised the efficacy rate on first-submission claims to 93%.
• 44% and 35% hike in EBITDA for ASC and ENTC respectively produced by clearing existing payment backlogs, redesigning the billing and collection processes, and replacing underperforming personnel.
• 15% to 40% bump in insurance reimbursements gained by renegotiating rates and terms in outdated contracts producing increases in legal cases and workers-compensation patients.

• Replaced the existing HR management system for both companies by rewriting all job descriptions, updating handbooks with revised codes of conduct, and training all associates in implementing and maintaining the full range of operational and behavior standards.
• Raised the quality-of-service delivery by restructuring supervisory teams at ENTC and ENTSC and training both organizations’ workforces in use of the recently installed EHR system.
• Facilitated evolution of the organization into the only ENT clinic in the market by orchestrating recruiting activities that led to the hiring of medical specialists that differentiated the operation.
• Stimulated a workplace environment offering opportunity for advancement by identifying junior managers qualified for greater responsibility and providing training and mentoring that resulted in promotion to senior-level positions.

A multi-million-dollar national provider of behavioral health and psychiatric support services.
Chief Human Resources Officer (CHRO) & Director of Operations
Drove profitable revenue and market-share growth through improved revenue-cycle, operations, and HR processes. Improved company culture, people advancement, strategic workforce planning and business development through implementation and adherence to advanced operations, Advanced HR systems and training.

• 800% market awareness acceleration achieved by expanding referral network to include major insurance carriers and a broadened range of physicians.
• 45% improvement in revenue cycle within the first 38 days and $2 million in additional revenue delivered through development of new billing systems and improvement of the clean-claim ratio.
• Grew operational expansion from two to seven locations across five states in less than five years by scouting, negotiating, proposing purchase, and acquiring practices.
• Reduced risk of EEO claims and labor issues through design and stand up of a new human resources department.
• 30% increase in company productivity reached by initiating new development and training techniques.

Operations & Data Analyst – Health Disparities/NICRP/Special Projects
Assisted the project director in advancing the university’s programs for establishing health equity through proposal creation, analytics, research, building community partnerships, and leading project teams in pursuit of various grants. Helped improve processes, people management, community partnerships while leading change.

• $550,000 revenue savings attained by utilizing multiple platforms to analyze and manage finances, data, and human resource progression.
• 20% improvement in project analysis and submission process obtained leading to higher accuracy by adjusting cycles and staffing levels.
• 15 new community partnerships cultivated through collaborative staff discussions that generated insight into current and future opportunities.
• Implemented new communication system resulting in a workflow increase and decrease of profit losses by identifying and solving inferior communication pathways.
• <1% LTD accuracy maintained, tracking $20 million in financial lifecycle across 90+ projects valued at $6.5 million through scrupulous budget monitoring.

HRBP / Strategic Analytics/Grant Coordinator
Oversaw daily HR activities of 100 professional staffers, coordinated grant submissions, and performed analytics review for 14 research projects for the hospital and specialty clinic.

• 80+ backlogged projects eliminated allowing for more than $50 million in newly funded company opportunities.
• 72% reduction in patient wait-time attained by analyzing and restructuring patient flow and cross training staff for improved communication.
• 19% decrease in turnover rates and training costs earned through revamping policy and procedures, training, and cultivation of recruitment relationships.
• 18+% reduction in legal risk, including EEO, harassment, and DOL claims through reorganization of human-resources functions and documentation.
• Achieved first submission success rate of 95% for R1 and clinical projects by rigorous data review and efficient grant documentation preparation.

General Manager, Flemings Restaurant

Bar Manager, Scape America Bistro

Retail Manager, Lucky Brand Jeans