VLAD I.

KUZNETSOV, MBA
 (917) 836-7373  Kuznet3@yahoo.com

PROFESSIONAL SUMMARY

Experienced Healthcare Leader, results and metrics driven, with a demonstrated history of working in
Healthcare industry. Skilled in in Healthcare Administration, Operations, Finance, Budgeting, Market
expansion, Regional and local growth, Business Development, Cost reduction, Hospitals, Ambulatory Surgery
Centers, Ophthalmology, All Surgical Specialties, Large Physician Practices, Skilled Nursing Facilities,
Ambulatory and Inpatient care, Agencies, Value Based Care, Positive Leadership, Communications, Public
Speaking, Organizational Transformation, Team Building, RCM, Credentialing, Articles 28 & 16, Mental Health,
Rehab, and Health Insurance. Strong business development professional with MBA in Healthcare
Administration and Physician Assistant.

EDUCATION

Cornell University, NY
Certificate Program, Executive Presence 2019

California Pacific University, CA

PhD, Management 2016

Baruch College/ The Mt. Sinai School of Medicine - New York, NY

MBA, Health Care Administration

SUNY-Downstate Medical Center, Brooklyn, NY

BS, Physician Assistant

LICENSES

New York & New Jersey - Physician Assistant

EXPERIENCE

The USA East Province – East Coast, USA 07/2018 – Present

Regional Healthcare Executive Director

Responsible for oversight of the network of 15 multispecialty ASCs, 7 urgent/multispecialty centers and 4
LTC/SNF facilities in the assigned region covering the East Coast (from Maine to Georgia).

 Full P&L responsibility over assigned region of 17 states. Exceeded revenue goals, targets.
 Providing leadership, support and overseeing the regional direct reports with team of over 600
employees regarding clinical care, operations, budgeting.
 Working on approval of annual budget of $135M for all facilities for the East Coast region.
 Reduced budget expenses by 20%.
 Financial Transformation: $14M Revenue growth through physician recruitment, ASCs, urgent centers
expansion.
 Built solid physician relationships and provider networking.
 Championed multiple corporate initiatives and initiated new business plans, various initiatives for cost
containment.
 Developed strategies to meet quality standards through value-based care models (PCMH, ACOs)
 Stepped in to turn around challenging business operations and teams, implementing recruiting
pipelines, staff advancement opportunities, enhanced safety procedures, and collaborative strategies.
  Preparing, reviewing, and approving policies and procedures regarding services.
 Supporting the mission in meeting healthcare needs.
 Primary representative regarding services in the region.
 Successful accreditation of ASCs.
 Participating in planning activities and committees for healthcare initiatives.
 Restructured a high-reliability region that resulted in improved business processes.
 Tailored strategies to foster inclusive and goal-driven working environments through innovative
coaching, training, and mentoring opportunities.

Premier HealthCare, Inc./YAI Network – New York, NY 12/2016 – 06/2018

Executive Director

Article 28 and Article 16 Ambulatory Care Practices for developmentally disabled individuals that include:
Primary Care, Dentistry, Pediatrics, Psychiatry, Podiatry, Neurology, Ophthalmology. Five clinical sites
throughout New York City with 100,000 patient visits per year.

 Provided leadership support for 270 employees of which 190 are clinical providers.
 Transformed organization and created a positive and productive culture change in the first year.
 Responsible for $21M company’s annual budget.
 Improved P&L by $3.6M (17%) in the first year because of increasing service revenue and expense
reductions. This resulted in $2.4M net income compared to -$1.2 loss in previous year.
 Implemented EMR system throughout Premier HealthCare within 3 months.
 Overseeing Patient-Centered Medical Home (PCMH) model, level 3 accreditation and maintenance.
 Expanded Psychiatry services which grew revenue by 15% in 6 months.
 Implemented successful provider incentive program resulting in increased provider productivity and
patient volume increase by 40% for each provider.
 Lead Premier HealthCare’s executive Management Team
 Analyzed the organization’s strengths and weaknesses and implemented a plan to maximize Premier
HealthCare’s overall efficiency.
 Actively participated and presented at Board Meetings.
 Overseeing clinical quality and utilization management programs.
 Overseeing the compliance of grants, MU, PCMH, MACRA.
 Maintained a strong presence at clinic sites.
 Supervised and supported Practice Administrators and Directors of Clinical Operations to ensure
smooth operations of all sites.
 Improved access to hospitals and healthcare systems.
 Liaise with DOH leaders, political leaders, OPWDD and ID/DD agencies, Hospitals.

Maimonides Medical Center - Brooklyn, NY 07/2012 – 12/2016

Senior Administrator of Surgical Services, Department of Surgery

 Optimized the strategic growth and operations of the Surgery Department with its $360M operational
budget, 19 surgical specialties, Faculty Practices, Residency Training Program, Performance
Improvement Program.
 Provided leadership support for 261 employees of which 64 are Physicians, 31 PAs, 26 NPs and 140
staff of which 16 are direct reports.
 Introduced and implemented new Lung Cancer Screening Program. After 3 years, the program
achieved 300% growth.
 Achieved successful Center of Excellence renewals for Bariatric Program.
 Grew Surgery Department through recruitment of 20 new Surgeons in the 4-year period, which
increased the revenue for the institution by over $100M.
 Introduced outsourcing physician insurance credentialing which subsequently was implemented
throughout entire institution. Physician insurance credentialing timeline process was cut by 75%.
  Introduced new Dental EMR/Practice management system which streamlined timely submission of
claims.
 Delivered new business plans for various programs and for new diagnostic and treatment equipment.
(Vein Center, O-arm, prostate focal therapy, pleural service).
 Reduced overhead costs by 75% through consolidation of 5 Urology Faculty Practices.
 Delivered new EMR systems across all surgical Faculty Practices within 6 months.

 Optimized Departmental Performance Improvement Program with multiple quality improvement projects
that reduced LOS and malpractice insurance premiums by 30% while improving surgical quality
outcomes.
 Contributed to development of new Trauma Surgery program and achieved provisional accreditations
as Level-1 Adult and Level-2 Pediatric Trauma Center.

Fidelis Care New York – New York State region 11/2010 - 06/2012
Director, Financial Operations

 Directed the individuals responsible for the financial operations of the organization. Responsible areas
included revenue billing and collection for the organization ($2.7B/year), all reimbursement to providers
($35M/week), including coordination of benefits analytics, accounts payable ($2M/week), and payroll
(1,500 employees).
 Achieved 30% operational savings for Finance department by increasing the accuracy of provider
reimbursements, including claims, capitation and incentive payments. Optimized effectiveness of COB
vendor efforts and driving process improvement to maximize financial results.
 Improved the billing process to members and other payers and the appropriate review and analysis of
remittance payment detail.
 Successfully implemented all providers’ enrollment in NY State into EFT program and as a result
reduced the time and overhead expenses by 95%.
 Eliminated redundancy and optimized processes of payroll department in accordance with policies and
procedures.
 Improved multiples policies and procedures in order to guide financial decisions.
 Optimized preparation of special financial reports, including billing and collection summaries as well as
management reports regarding provider disbursements.
 Provided information, educational opportunities and experiential growth opportunities in order to
develop staff.

Brooklyn Eye Surgery Center, LLC - Brooklyn, NY 06/2006 - 09/2010

Kochman, Lebowitz & Mogil, MDs, LLP - Brooklyn, NY
Chief Administrator

Ambulatory Surgery Center, Article 28 with over 4,300 procedures per year; Ophthalmology Practice with over
23,000 patient visits per year; Optical department and Contact lens department
 Expanded Ambulatory Surgery Center from two operating rooms to four, increasing revenue by 100%
and reducing expenses by 20%.
 Achieved 3 years AAAHC accredited status for Ambulatory Surgery Center.
 Increased net income to partners by 20% through successful implementation of new Ophthalmologic
equipment.
 Lead successful implementation of NextGen EMR for Ambulatory Surgery Center.
 Renegotiated all contracts with vendors, consultants, insurances, which provided significant savings of
15%.
 Improved cash flow of both companies through thorough budget analysis and expense reduction.
 Reduced expenses and improved revenue collection of Optical and Contact lens departments.
 Introduced new policies and objectives, short-term and long-term goals for both companies.
  Improved and streamlined preparation of annual budgets, overhead analysis, payroll, accounts
receivable, accounts payable of both companies.

VOLUNTEER EXPERIENCE
Easterseals New Jersey 12/2020-Present
Board Member

PROFESSIONAL AFFILIATIONS

American College of Healthcare Executives

SKILLS

Skilled in Healthcare Management, P&L and Budgeting, Public speaking, Leadership, Team Building, Value
Based Care, Executive coaching, presentations, Business Growth and Development, RCMs, Hospitals, Large
Physician Practices, Ambulatory Care, Organizational Transformation, Articles 28 & 16, ASCs, and Health
Insurances.

MS Office, QuickBooks Pro, ADP, PeopleSoft, Facets, Medics Elite, ADS, MD Office, NextGen, IDX, Eagle,
SCM, Microsoft Project, Allscripts.

REFERENCES

Available upon request