(04 / 07) · July 2019 to July 2026
Associate Project Manager to Senior Project Manager
I joined SYNERGEN Health as its first project manager and business analyst. Over seven years I built the delivery practice from nothing, owned a portfolio of enterprise healthcare products, implemented them for more than 20 US provider groups and brought applied AI into the revenue cycle.
SYNERGEN Health is a revenue cycle management company founded in 2011 and headquartered in Dallas, Texas, with a global delivery centre in Colombo, Sri Lanka. It provides end to end revenue cycle services and technology to healthcare organisations across the US, including physician groups, laboratories, hospitals and ambulatory surgery centres.
about70%
of a manual posting process removed, at 99% accuracy
2M+
documents processed by the OCR and generative AI solution
about15%
fewer first-time claim denials
about20%
lift in client collections
30%+
shorter delivery cycles with AI in the lifecycle
20+
US provider groups implemented end to end
500+
ambulatory surgery centres onboarded through a partnership
US$1M+
product portfolio budget per quarter
When I was hired in July 2019 I was the only project manager and the first business analysis hire. I was responsible for the development, compliance and implementation of an entire product suite. There were dedicated teams for each couple of products, plus shared teams for database administration, DevOps and support.
Over seven years I was promoted from associate project manager to project manager and then senior project manager, and I grew business analysis from a one person function into a full team.
My first assignment was onboarding one of the large radiology centres in the US onto our revenue cycle management services. There was no standard practice for implementing our products alongside a client's practice management system, so I had to work it out myself.
I spent extra hours with each operations team separately, learning what they did, how they did it and who was responsible for what. There was a serious gap in business knowledge within the technical team, so the first thing I built was a knowledge base.
From there I standardised the client onboarding process and kept improving it for the rest of my time there. It became far more than a checklist. I built it into a full Jira module that traced cost and schedule variances and tracked problems while they were still risks, so we could deal with them early.
It made implementation predictable rather than dependent on who was running it. I went on to implement the product suite for more than 20 US healthcare provider groups, including toxicology and radiology laboratories, hospitals and ambulatory surgical centres, with individual projects valued between US$75,000 and US$150,000.
Each engagement ran from kick-off and scoping through configuration, data migration, UAT and go-live, and on into support, with me as the client's main point of contact the whole way. I directed development and operations teams together and held both to one view of what the product had to achieve.
I often embedded with operations teams for months at a time, mapping the current state in BPMN and testing it against what people told me, which was rarely the same thing. I simplified processes before automating them, designed the future state with the people who would work it, and gave every future state an expected benefit up front, whether that was hours returned, errors reduced or revenue recovered. Then I trained the teams, measured the results and adjusted until the benefits were reached and sustained.
Operations teams were reading insurer correspondence and keying it into billing systems by hand, every day, at volume. I audited the manual effort, built the business case, won leadership approval and specified an OCR and generative AI solution using a retrieval-augmented generation architecture.
I set the quality bar at 99% accuracy and designed exception handling that sent uncertain outputs to a person rather than shipping them. I spotted early that we needed a Business Associate Agreement with OpenAI and secured it before it could block the build. The solution removed close to 70% of the manual effort and has processed more than two million documents.
Uptake stalled at first while teams adjusted to reviewing only the exceptions rather than every item. I reworked the process around how they were actually using it and retrained them until it delivered what it promised.
I also brought AI into our own delivery lifecycle for requirement decomposition, prototyping and automated testing, including working prototypes that made intent unambiguous. That shortened delivery cycles by more than 30% for the whole team. The wider AI program covered coding automation, payments automation, denial prediction and claim correction.
I owned product strategy, roadmaps and prioritised backlogs across a suite of enterprise healthcare products serving more than 20 provider groups. The products below are the ones I introduced or led.
Correspondence automation
OCR and generative AI remittance posting
Close to 70% of manual effort removed, at 99% accuracy
Pre-billing screening check
Validates claims before submission, built from three years of denial history
Around 15% fewer first-time denials
Patient payment products
Payment plans, negotiated settlements and upfront collection at point of service
Close to 20% lift in collections
Fee schedule monitoring
Compares payments against contracted rates
Revenue protected before it is lost
Credential and fee schedule application
Built personally with Claude Code, it monitors payer rate changes and alerts clients
Runs in production
Credentialing product
Keeps provider accreditations current
Supports insurer contract negotiation
Mobile payment app
Patient self-service for balances and payments
Contributed to the collections lift
Mobile credential app
Push notifications for expiring contracts and credentials
Lapses prevented
Common data layer
Opened the products beyond AdvancedMD
Epic, ModMed and others connected
Patient payment integration
Salesforce connected to EHRs through MuleSoft
One payment journey across CRM and core platform
Performance appraisal automation
Collects delivery and quality data for teams and individuals
Evidence-based appraisals
I built the delivery practice, its methodology and its governance from the ground up. I set up and administered Jira, created organisational process assets such as templates for presentations, reports, business requirement documents and project plans, and cascaded organisational OKRs into quarterly plans, release plans and sprints.
I built the Information Security Management System aligned to ISO 27001 and the Quality Management System aligned to ISO 9001, with HIPAA governance running through both. As audit lead I took the company through continuous recertification without a lapse, created the document structures and forms for incident and non-conformance management, and administered SharePoint for governance processes.
I also automated the compliance evidence itself, capturing and indexing evidence against ISO 9001 and ISO 27001, flagging non-conformities and tracking them to closure, with monitoring from Grafana. That grew into a document intelligence capability that checks activity against the policies and procedures in force at the time.
Code had to pass quality gates in Grafana before it could ship, and we measured defect density and defect leakage. I ran internal vulnerability assessments and penetration testing with OWASP ZAP against the OWASP Top 10, alongside quarterly internal and external penetration tests.
I held the risk officer role personally. I ran security design reviews covering authentication and authorisation, HIPAA password policies, logging of all activity, independent security control layers and zero trust boundaries, configured VPN access, applied TLS to data transfer pipelines, and maintained incident management and disaster recovery plans.
I identified that relying on a single clearing house was an unmanaged risk and built a framework for switching between clearing houses. When the Change Healthcare cyberattack disrupted much of the US healthcare sector in February 2024 and halted competitors, it kept our clients' operations running.
Discussions with HST Pathways began in July 2024, and the partnership was announced in September 2024. I integrated the two platforms under contractual commitments, connecting our products to the HST Pathways practice management system, redesigned operational processes and trained the teams to deliver services under the combined model.
I defined the cross-referral rules for which clients received which services from each organisation, learned the partner platform well enough to join sales conversations with ambulatory surgery centre groups, and contributed to onboarding more than 500 ambulatory surgery centres. I also evaluated the partnership against its commercial objectives and brought both organisations together when results drifted from expectations.
Our products were designed to work only with AdvancedMD as the practice management system, which made every other implementation slow and costly. I initiated and specified a common data layer that opened the products to more systems, and Epic, ModMed and others were connected through HL7 and API integrations. It changed who the business could sell to.
I also led the migration and cost optimisation of the full product suite and infrastructure onto AWS, re-architecting around managed services so the move returned a cost benefit instead of simply relocating the problem.
The product portfolio was budgeted above US$1 million per quarter. I estimated from the performance of comparable past work, held contingency reserves in every plan and tracked their use, assessed every change for cost, schedule and risk before accepting it, and reported variance along with what was driving it.
I wrote scopes of work for vendor contracts, evaluated and selected vendors, including specialist providers such as Serif Health, and managed remote vendor teams across several geographies, which let our squads cover more than 10 products. I wrote RFP responses and client proposals, and replaced manually assembled status reports with live dashboards for delivery, quality, risk and finance, including connecting Jira to Adobe Workfront through Workfront Fusion.
I spent seven years delivering to US clients from an offshore base, with daily overlaps with US Eastern and Central time while running local teams of three to nine people. I introduced two-stage refinement and definitions of ready and done, and coached squads on Scrum, Kanban and hybrid approaches. I built an appraisal framework on automatically collected delivery and quality data, set up tiered support with service levels, and created a way for anyone in the company to put forward an improvement idea. Several people I mentored went on to more senior roles.
Our patient payment apps were used by patients of every age and ability, so we designed for voice guidance, larger icons and type, colours tested for colour blindness, workflows that needed no instruction and WCAG AA compliance.
Who I worked with on any given initiative
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