Through these endeavors he has been responsible for the build-out of critical infrastructure and systems, that have allowed start-up entities to grow and expand rapidly, leading to multi-million dollar mergers and acquisitions. His intuition on the changing needs in healthcare and ability to shift priorities based on the healthcare landscape, has lead to outsized results for organizations that have used his services.
D’Marco was instrumental in the development of several specialty practices, Federally qualified Health Centers and other healthcare systems that have lead to increased profit margins, reduced inefficiency, and have set the tone of enhanced growth and financial results in the healthcare community . Having a deep perspective across multiple sectors of the healthcare field, allows D’Marco to lead his partners to holistically see the solutions to complex operational inefficiencies.
Eve Crowell is one of three founding members of Perspective Partners with 37 years of healthcare experience. She has had a 3 point angle in her healthcare career in the sectors of payer, provider and vendor. Having over 20 years in RCM, Eve has held positions such as Consultant, VP of Business Development & President in other firms. She has developed a sharp eye of how businesses can get bloated with inefficiencies, cross-purposes, and miscommunications.
Using her knowledge, Eve helps organizations retool for a sleeker, smoother, strategically focused operation. Being a visionary and an innovative Steward, she is constantly looking for avenues to enhance revenue, discovering catalysts that drive quality-based results, while influencing powered-teams and creating platforms that promote an exemplary customer experience. Her passion is in building relationships that help organizations leadership learn how to navigate in this post-COVID era. Her goal is to create a culture that thrives in a Total Quality Management environment, where bottom-line results rule, VOC is heard, employees are valued and high performance is attainable.
Eve is also an expert in practice management, process improvement, revenue enhancement, contract management, negotiations, business development and education. Teaching medical coding & billing at career colleges lead her to VCU Health System. Eve was commissioned to write, “The Trainer '', a compilation of SOP for its 7 divisions that included coding, billing, service rational, and compliance guidelines. She has been a corporate trainer for many organizations, and has led out in QA & QI roles. Eve has led departments and organizations through start-up, survival, conversions, close-outs, turn-around, growth modes, and global partnering. She brings this experience and knowledge to others though Perspective Partners.
Perspective Partners’ mission is to orchestrate brighter outlooks for our clients that are adaptable, sustainable, scalable and profitable. We include the talent, voice, and vote of the employee and leadership to achieve cohesiveness. Our Perspective model focuses on strategic planning, financial optimization, and team development to create customized and targeted solutions that exceed operational expectations.
We offer a wide range of business and management consulting services such as Revenue Cycle Management, Practice Management Consulting, and Practice Staff Training. Our team of experts has the knowledge and experience to help you achieve your goals.
With both partners being both a former employee as well as a leader within the executive healthcare sphere, we have an appreciation of all levels of organizational management.
We seek to bridge the divide between employee, owner and manager for solutions that receive enhanced buy-in and support at all levels. This deep understanding and desire to include thoughts, feedback, suggestions and operational strategy allows for us to deliver on solutions that are not only inclusive but also successful.
Depending on the problem and need, we provide a tailored solution to allow organizations to thrive in a sea of uncertainty. This has yielded results in programmatic development, practice management, financial analysis and consolidation, that are often elusive for other organizations to achieve.
We reimagine organizational design, align resources, and provide guidance to achieve transformational change in your business. Perspective Partners works with you to proactively identify opportunities to achieve greater operational performance and plan for your future.
Our goal is to help assess, design and implement tailored strategies that give organizations a platform for future growth.
Changing health behaviors and improving health outcomes are a priority in healthcare. At Perspective Partners we teach you to become the best version of yourself with our leadership training. This allows executives to gather the knowledge to better lead their organizations.
Maintaining sustainable revenue, managing cash flow and allocating resources effectively are essential to the viability of any organization.
Elevate your financial function to be a strategic leader in your organization by refreshing your organizational design and modernizing your financial systems to improve financial performance.
Allow leaders to act quickly on strategic opportunities, making better and faster decisions that maximize value for their business.
The Perspective Partners team has a wealth of experience across a range of industries and businesses, with over 50 years of professional experience
Organization Transformation! With our combined experience in the healthcare arena, our paths led us through the professional, institutional, payor and vendor sectors, exposing us to a wide array of specialties in varying capacities. Our aim is to grow revenue and improve organizational outcomes through our proprietary strategic solutions modeled for each client.
Perspective Partners has a strong track record of delivering results for clients, with a focus on measurable outcomes and tangible business impact.
Revenue Cycle ManagementWe custom create the pricing packages for your business depending on the services you need and the size of your business. We offer everything from monthly service pricing to flat rates.
With 84% of consumers being unhappy with there experience, we must ask ourselves as leaders what we are doing to better the experience for the consumers. Do we have them in mind when we create workflows and incorporate new ideas? Workflows are the most useful information about in complete care of the patients that come through the doors everyday.
What experience do they have from the first impression at the front desk at the time of service to the clinical care that is provided for them. The amount of time required for each patient is usually estimated based on the procedure or medical condition, but we are discovering that demographic factors such as age, marital status, race, etc., are just as important.
Some patients require more contact time than others to feel that their needs have been seen to. Understanding the need for this extra time puts the patient in the forefront of care, leading them to account for better healthcare experiences. We must create and experience for them that they feel welcoming or we will see the statistic above rise to all time high levels in the coming years. This will lead to increased burnout in staff that is put in a system that does not care to better the experiences of the patients.
Burnout has a two fold effect, it effects the employees and leaders in that order. It is the duty of leadership to create a purpose and a vision for the employees to follow. If this is executed appropriately, this in turn leads to employees being more productive, experiencing less burnout and having a longer tenure in companies.
We are seeing the death of the "career" because of companies inability to listen to the needs of there employees. We must remember that without quality employees, organizations cannot move the needle, we must create a path for them to want to follow to allow for better organizational and financial outcomes"
Decision making is defined as the process of making decisions; makes sense right? Everyone has to make decisions, but there are those who are paid to make decisions for others and organizations. These high level decisions are often at the executive level, and come with a heavy responsibility, and that weight causes anxiety, stress and mistakes. Decision making fatigue results in the inability to gather data in such a way that it brings value. Decision making is tossed in a sea of data, but there's an inability to use the data to change outcomes or even predict. A study has shown that 40% of executives are worn out in untangling the coils of business decision making.
Decision making is defined as the process of making decisions; makes sense right? Everyone has to make decisions, but there are those who are paid to make decisions for others and organizations. These high level decisions are often at the executive level, and come with a heavy responsibility, and that weight causes anxiety, stress and mistakes. Decision making fatigue results in the inability to gather data in such a way that it brings value. Decision making is tossed in a sea of data, but there's an inability to use the data to change outcomes or even predict. A study has shown that 40% of executives are worn out in untangling the coils of business decision making.
In a world influenced by AI, analytics and people who specialize in statistics and report development, we use these resources to drive better outcomes, it is no wonder that decision makers are inundated with why, how, where, whom, which & when that is forced from the data. All this data, the origin and the various forms of sourcing & reporting, adds an additional layering of decision making that must be done. The extra layer onto tasking has changed the dynamics of many leaders and or organizations who often are unprepared to deliver accurate and effective outcomes & projections. The extra layer of tasking relevant to decision making really cuts across positions and can create unclear roles, over reliance on consensus, inability to delegate, delayed deadlines, missed targets, useless reports and death by committees & meetings.
According to a study, 61% of executives say that at least 50% of the time that is spent in decision making is ineffective. Relying on bottom line thinking, internalize what you conceive this to be, but if this eludes you and you’re intrigued, Perspective Partners can help with this! Alright, the basics, to cut to the core of anything, you have to chip away at it in order to reveal and expose that which is being sought. Working within a multilayered approach in decision making need not take prolonged planning with various committees along the line of discovery, that then cause delayed action.
Remove lengthy fancy reports that simply reiterate data that has already exposed & build a report cadence that aligns with objectives & goals
Utilize standard industry metrics that are in a alignment to what you are measuring & managing
Utilize KPIs and KRAs, depending on what you identify as needing to be managed. As a rule, that which can be measured in a quantitative or qualitative way, needs to be managed.
With so much data available, you may be tempted to measure everything, but herein lies the problem of DM Fatigue, the burnout. The solution is to measure what matters. Each industry has their own set of KPIs, so understand the benchmarks – the strategic objective that will propel you to the desired goals. KPIs are relational, and thus it's a relationship. KPIs magnify what normally goes undetected, uncollected, unmeasured and unaligned. The desire is to close the revenue gap. KPIs reveal strengths, weaknesses, opportunities and threats; measurement of how well revenue and operations are performing.
In a survey that was done, 79% of those in the study designed & implemented KPIs on an annual basis, with only 22% following through on a quarterly basis. 54% said they will continue the use of the same KPI cadence annually while 39% said they would track more data and 7% said they would decrease the data that is monitored. In the study, 1 in ten underperforming companies said they would track fewer KPIs, but not one of the outperforming companies said the same. For those of us in the healthcare arena using KPIs, like the air we breathe, we know that this is a staple that keeps our revenue decisions untangled because we are better equipped to manage performance & outcomes.
Our ability as executives and leaders to make sound decisions and the efficacy of those decisions rest on how we view and interpret data. The coils of decision making untangle when we understand what matters; that which is measured, data interpretation and then how we use that data. The great help that is freely given is wired up in what the industry has already provided by way of benchmarks & metrics, so choose the right set of KPIs, develop a relationship with that data and actively manage.
The greatest value of forecasting with KPIs is not predicting the future; it's discovering the leverage to create it. The purpose of measuring performance is to guide our decisions to get better results. Forecasting gives us an estimate of how our past or current decisions are mostly likely to affect those results.
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