1. Robert Pettit
2000 Carmel Drive Cell 484-866-0986
Jamison, Pa. 18929 E Mail: pettit2002@comcast.net
www.linkedin.com/pub/robert-pettit/4b/4b9/61b/
PROFILE Strategic leader with broad business and technical knowledge, with a proven track record for bottom-line
results. Extensive experience in leading large teams of business professionals who maintain a full range
of receivables. Has a solid reputation for creating new and innovative business solutions, using
technology to solve business problems. Self-motivated, with dynamic interpersonal skills and a proven
ability to lead teams above and beyond.
KEY ACCOMPLISHMENTS
Easy Pay for Quest Diagnostics: Designed a seamless interface for our Patient Service Centers that
provides transparency to patients on their potential out-of-pocket expense and providing them the option
to authorize payment via credit cards, removing future need for balance billing. Easy Pay has generated
$30MM in patient payments since pilot in 2010.
Bad Debt Task Force at Quest Diagnostics: Collaborated with Business Unit Leadership to shine a
light on bad debt issues, placing a global focus on an issue that is normally considered a back office
problem; created partnerships that have driven over $7MM in Bad debt improvements since 2009.
Invigorate Bad Debt Team Co-Leader at Quest Diagnostics: partnered nationally with all Billing
Leadership to create working project plans designed to reduce over all bad debt, resulting in a $14.5MM
in 2012 savings.
Acquisitions at Aurora Diagnostics completed acquisitions of 4 large independent Pathology groups In
Arizona, Texas, Georgia. Finalized purchase of one independent Revenue Cycle company in Texas.
WORK HISTORY
September 2015 – Present Continuum Health Alliance
September 2015 Vice President Revenue Cycle Management
• Lead a team of Diverse team Members in Various location National and International to
manage revenue for Hospital, Surgical, Pediatrics and Specialty Physician groups.
o Management includes, Receivables, Cal Centers, Credentialing and Medical Coding
• Support new Client acquisition and Integration
• Leverage Six Sigma Lean process to execute on continuous improvement opportunities
September 2014 – September 2015 Aurora Diagnostics
Sept. 2014 –Sept. 2015 Vice President Revenue Cycle Management
• Lead a team of Regional Billing Directors to drive system standardization and enterprise wide
projects
• Set Vision on Revenue Cycle plans and execution of plans will Net $4.1 Million for 2015
• Project concentrated on
o Productivity Improvements
o Cost Saving
o Incremental Cash collections improvement
• Key partner on Acquisitions efforts
• Arizona Dermatopathology
• Western Georgia Pathology
• Brazos Valley Pathology
• Trinity Pathology
• ProMedx Revenue Cycle Services

2. January 1997- September 2014 Quest Diagnostics Incorporated
April 2013 – Sept. 2014 Sr. Director, Project Office Revenue Services
• Lead a team of Project Managers, Trainers, Database / Master file Analysts to drive system
standardization and enterprise wide projects
• Implement Corporate Governance for Project Development and process
• Coordinate Training development and execution for Front Line Staff to Executive Director
• Key partner on Merger and Acquisition efforts
Oct. 2011 – April 2013 Director, Florida and Southeast Business Unit Revenue Services Operation
• Lead a team of approximately 325 employees in the management of $410MM in AR; provide
receivables and call center management
• Improved cash collection and reduced bad debt, resulting in $8.3MM in Invigorate savings
• Successfully merged Florida and Southeast billing teams, realizing efficiencies in
productivity and improving REQ/FTE metric by 21% for Southeast, and 36% for Florida
• Partnered with Southeast Patient Services leadership team to create the IOP website,
leveraging IOP staff to resolve denied claims
• Implemented use of InstaMed to enable automated payment plan activity, reducing patient
billing costs and increasing patient satisfaction
• Significant Improvements of over $1M for South East Client AR
Aug. 2007 –Oct. 2011 Director, Florida Business Unit Revenue Services Operations
• Partnered with local business unit leadership to create the Bad Debt Task force—a yearly,
collaborative event that promotes shared responsibility for bad debt reduction. Since its
inception, the BU has Realized over $7MM in savings
• Improved productivity by implementing database solutions throughout the billing process
• Designed the Sales Triage team to create transparency between Sales and billing, fostering
better communication between the two groups
• Improved Client collections from 22.2% AR greater than 90 days in 2007 to 8.2% in 2012--a
63% reduction overall
• Refocused the role of the BSR to include more billing functions, improving relationships
between the PSC’s, Sales, and the business unit team
Dec. 2002– Aug. 2007 Director Information Technology Revenue System Development
• Direct and partner with a large, technically diverse staff of Project Managers and
programmers
• Ensure Business Partners and Third Party Operations groups are effectively and efficiently
engaged. Develop staffing, service delivery metrics, competitiveness, and cost effectiveness
• Manage department budgets for personnel, capital, and operating expenses. Monitor spends
against budget, analyze variations and develop action plans to reduce spending levels
Jun. 2002 – Dec. 2002 Sr. Manager Information Technology Third Party Billing Systems
• Manage the strategic relationship with internal/external customers and/or vendors as it
relates to the delivery of QBS functionality
• Research business / user needs and vendor offerings to identify opportunities that enhance
current service deliverables and/or reduce operation costs
• Partner with Business operations and Six Sigma black belts to develop IT solutions for
business operations
Jun. 1999 – Jun. 2002 Manager Joint Venture Revenue Service Operations
• Directed entirely contained division of billing operation for multiple external laboratory
operations located throughout the United States
• Responsible for developing budget in excess of $5MM and ensuring annual profitability of
this division
• Supervised over 60 employees including managers, analysts, and supervisors
• Ensured excellent customer service expectations and delivering financial performance that
exceeds the levels identified in the negotiated billing service level agreements
• Established departmental goals and key performance targets that exceeded our customers'
requirements; placed measures to achieve success
• Ensured adequate staffing and training to provide a level of service exceeding customers'
expectations, making external billing a competitive advantage

3. • Attended and delivered presentations to Joint Venture board member meetings to present
key accomplishments, solicit feedback on customer service improvements, and receive input
on future customer requirements
Mar. 1998 – Jun. 1999 Supervisor Third Party Billing Operations
• Managed all business aspects of department consisting of six Third Party Collection Analysts
• Responsible for departmental budget, project management, reimbursement analysis,
accounts receivables analysis, Audit support and ad hoc reporting
• Department's primary functions were interpreting Insurance carrier's electronic response
code and maintain response files
• Completed carrier audits and monthly analysis on Carrier reimbursement and account
receivables
• Reviewed internal processes to identify opportunity for process improvement and
implementation
Jan. 1997 – Jun. 1999 Credit Analyst Boston Business Unit
• Managed Client receivables for the Boston Lab
• Significant reduction in DOS and > 90 Metrics
• Implement process improvements to AR reconciliation and automation of Navy billing
• Collaborated with Navy contract office and Department of Defense spending teams to
improve relations on key accounts
January 1991- Jan. 1997 SB1 Federal Credit Union
Jan. 1991 – Jan. 1997 Collection Manager
• Managed a varied product line portfolio of 94 million dollars
• Managed the daily operations of the Collection Department
• Contacted Members as necessary to collect on past due accounts. Negotiated or
restructured the payment of outstanding debt to prevent financial loss to the Credit Union.
Outsourced accounts with agencies or law firms for collection, repossession, and/or
foreclosure
• Represented the Credit Union in Bankruptcy proceeding
• Implemented procedures to minimize exposure to fraud and bad debt and adequate financial
reserve of loan portfolio
EDUCATION Albright College, Reading, PA
B.S. Business