Director of Revenue Cycle — Interim, Tertiary Healthcare

The mandate

A hurried payer-platform migration broke interfaces between clinical coding, pre-authorisation and billing, after which the revenue-cycle director was removed. Denials have doubled and the CFO can no longer reconcile billed activity to cash with confidence.

The assignment begins within two weeks and runs for eight months, ending when a promoted internal leader takes control. No permanent external search is planned, making capability transfer and documented controls central rather than incidental.

Handover requires net collection performance above ninety-six per cent, aged insurance receivables reduced by ₹32 crore, coding queries cleared within forty-eight hours, and two month-end closes completed without unexplained billing-to-ledger differences.

The interim can reorganise shifts, reassign payer portfolios, settle disputed claims up to ₹25 lakh and suspend defective billing rules. Write-offs above ₹50 lakh and changes to insurer contracts need CFO consent; the director cannot replace the core hospital information system or outsource the full function.

Patient pricing, clinical documentation policy and treasury collection strategy fall beyond the perimeter. The director may flag their impact but must concentrate resources on clean claim production, denial recovery and reconciled cash.

Why this seat is open

The board dismissed the prior leader when the migration's control failures became clear. An internal successor has technical credibility but has never led the whole cycle. Eight months provides enough time to stabilise the platform, prove two closes and coach that leader through live pressure.

What you will own

• Trace every claim interface from discharge order to ledger posting and rank defects by cash and compliance exposure.
• Establish a denial-control tower with payer, reason, owner, appeal date and recoverability recorded at claim level.
• Decide which aged balances merit appeal, negotiated settlement or governed write-off using documented evidence thresholds.
• Redesign coder, billing and pre-authorisation queues around daily volumes and service-level breaches.
• Certify the monthly billed-to-cash bridge jointly with controllership and explain all movements above ₹20 lakh.
• Recover ₹32 crore of viable aged receivables through a payer-specific action book and weekly CFO review.
• Train the internal successor to chair operating reviews, approve exceptions and sign the final two control attestations.

Candidate qualifications

• At least eighteen years in hospital revenue cycle, including leadership of billing, coding, insurance claims and collections.
• Demonstrable recovery of material denied or aged receivables after a system migration or control breakdown.
• Working knowledge of Indian insurer, TPA, government-scheme and corporate-credit claim practices across tertiary care.
• Ability to reconcile clinical activity, tariff logic, claim status, bank receipt and general-ledger outcomes at transaction level.
• Experience rebuilding teams under scrutiny while preserving segregation of duties and defensible write-off governance.
• History of preparing an internal leader to inherit the function rather than retaining dependency on external expertise.

Non-negotiables

• Can take the Hyderabad seat within two weeks and remain onsite five days weekly.
• Has no unresolved dispute with a major insurer or TPA represented in the hospital's payer mix.
• Accepts a fixed eight-month term tied to control certification and successor readiness.
• Consents to enhanced background screening because the role can approve claim settlements.

1. 49 words maximum. Confirm your earliest onsite start and whether any notice, garden leave or assignment overlap applies.
2. 49 words maximum. What denied-receivable balance did you recover, over what period, and how was recoverability validated?
3. 49 words maximum. Which billing-to-ledger control caught the most consequential defect in a system migration you led?