Role search
Get a Billing Manager who can own claim submission production performance. Also called billing manager
No postings. No stacks of resumes. No chasing. You choose from a short list of people who have done this before.
No upfront fee. You pay only if you engage someone we present.
Interim Headhunters starts with the work behind this request: A Billing Manager focuses on the mechanics of claim submission and collection performance. They oversee the daily production of the billing team, verifying that registration data matches clinical records to prevent front-end rejections.
This is what we do all day: place interim executives, interim managers and contract professionals.
Need someone now? Call 305-306-4829.
- No upfront fee
- 2 to 3 vetted consultants per assignment
- Matched to your industry
- You choose
- Interim plus permanent search
- Billing Manager
- billing manager
The judgment call
What this hire really comes down to
A Billing Manager focuses on the mechanics of claim submission and collection performance. They oversee the daily production of the billing team, verifying that registration data matches clinical records to prevent front-end rejections. This person manages the movement of claims from charge entry through final adjudication. Their work prevents the buildup of aged accounts that occur when small errors in coding or patient data are left unaddressed.
Your decision rests on whether you need a manager who handles high-volume processing or one who repairs a broken workflow. A manager for a steady-state office monitors productivity and standard payer follow-up timelines. A manager for a distressed department must audit existing claim rules in the EHR to find why payments are stalled.
What we check
What we check before you see anyone
- We verify their direct experience with your specific EHR and clearinghouse systems. Many managers know billing theory, but few can handle your particular interface to pull a custom aging report or troubleshoot a specific payer EDI rejection. We ask them to explain how they configure billing queues and manage automated worklists within your software.
- We require candidates to demonstrate a granular approach to denial management. We look for those who track denials by specific code and payer, then isolate the cause. They must show that they move beyond simply resubmitting claims to identifying whether the error stems from registration, clinical documentation, or improper credentialing for the provider.
- We evaluate how they manage the actual accounts receivable aging buckets. We look for managers who can interpret why accounts are moving into 90, 120, or 150-day windows. They must explain their process for holding staff accountable for follow-up on these specific accounts rather than letting them cycle indefinitely without contact.
- We assess their ability to interact with clinical staff regarding missing charges or incomplete documentation. The manager must explain their process for identifying missing clinical data and their method for communicating these requirements to providers. We prioritize candidates who have successfully reduced the lag between patient service and final charge entry.
Sourcing
Where we find them
We recruit these managers from regional medical groups and specialty clinics where high-volume billing accuracy determines clinic survival. We also target staff from medical billing service providers who manage multiple payer mixes and complex specialty requirements. These individuals often transition into management because they have already spent years resolving difficult payer denials.
Many managers seek a move to a new site to gain experience with a different billing system or a more complex set of insurance contracts. They move when their current environment becomes stagnant or when they have completed a significant turnaround project and desire a new challenge. We focus on those who demonstrate longevity in their previous roles despite these periods of transition.
Where searches go wrong
Mistakes we see
- Hiring a manager who only understands one type of billing or one specific payer mix. A manager who has only worked with high-volume government payers often fails when forced to manage the complex authorization requirements of private commercial insurance contracts.
- Focusing on the wrong level of detail by hiring a supervisor who is essentially a lead biller. A manager must be able to pull and analyze reports to identify financial trends. If the person only knows how to process individual claims but cannot audit the department's collective output, you will not see an improvement in your revenue cycle metrics.
- Ignoring the need for software-specific technical proficiency. Managers who have to learn your EHR and its reporting features on the job consume months of valuable time. We look for someone who understands your system's architecture and can implement changes without requiring intensive training.
The search
How the Billing Manager search runs
- First, we audit your current AR aging and denial reports to pinpoint exactly where your cash flow is stopping. We define the specific technical requirements for the role based on your clearinghouse and EHR configuration. This ensures we do not look for a generic manager but one who solves your specific bottlenecks.
- Second, we conduct phone screens that prioritize their experience with your specific billing challenges. We move past their resume and ask them to walk through how they corrected a specific downward trend in collections. We confirm they know how to lead a team through a high-pressure month-end close.
- Third, we facilitate interviews where the candidate presents their approach to your current performance data. You evaluate if their plan for your staff and systems aligns with your expectations for turnaround. We confirm their interest and availability to begin the work immediately upon your decision to hire.
Questions
How does a Billing Manager differ from an AR Specialist?
A specialist executes daily tasks like following up on individual claims. A manager designs the workflow, monitors collective metrics, and holds the team accountable for overall departmental performance.
Do I need a manager if I outsource my billing?
Yes, you still need internal oversight. A manager ensures the external billing partner follows your protocols and captures all revenue accurately.
What is the primary indicator of a successful hire?
A successful manager reduces the days in AR and improves the clean claim rate within the first ninety days. They provide clear reports that explain why your cash flow is moving.
What payment terms apply to this search?
No upfront fee. You pay only if you hire.
What replacement terms apply?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
How are recruiting fees agreed?
No upfront fee. You pay only if you engage someone we present. We scope the assignment before quoting; the fee page explains our model.
How soon can we see options?
Availability depends on the assignment and the people who fit it. We qualify interest and commitments rather than promising a shortlist date before the search is scoped.
What if the scope grows?
Discuss new responsibilities before adding them to the engagement. Agree the priorities and record any change to the brief and terms.
Can we extend an engagement?
Discuss what remains unfinished and whether the same responsibility is still needed. Extensions depend on the person's commitments and the agreed engagement terms.
Can the appointment become permanent?
A permanent move can be discussed if both sides want it. Review the future role and the applicable agreement instead of assuming that temporary coverage automatically converts.
How is a confidential search handled?
Tell us what can be disclosed and whom we must not contact. We agree those boundaries before approaching people; do not send sensitive records with an initial brief.
What are the replacement terms?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
What do you not do?
We do not sell job-board reposting as a search or bill hourly for recruiting work. We do not take a retainer unless expressly agreed, and an introduction does not authorize an engagement.
Tell us the seat
No upfront fee. You pay only if you hire. Share the title, the situation and the timing. A person reads it.
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The Six-Step Search
What do you get at each step of the search?
We agree what the person must own before contacting anyone. You see how the search is scoped and which backgrounds we pursue. We speak with candidates about the work before presenting them. The Six-Step Search gives you useful written notes and support through interviews, rather than a pile of applications.
- 01
Scope call
We talk through the seat, the business and what has to change.
You get: A one-page role brief you approve before we search.
- 02
Market map
We work out where people who have done this job actually sit.
You get: A short note on the pool and how we plan to reach it.
- 03
Direct outreach
We approach people who are not looking at job boards.
You get: Progress updates so you are never chasing us.
- 04
Screening
We interview every candidate on the work, not the resume.
You get: Written notes on fit, availability and terms for each person.
- 05
Shortlist and interviews
You meet a short list. We handle the scheduling.
You get: Several vetted options and a debrief after each interview.
- 06
Offer and start
You choose. We help settle terms and the start date.
You get: Confirmed terms, a start date and check-ins after day one.
Tell us who you need.
No upfront fee. You pay only if you engage someone we present.
Send us the seat. We will take it from there.
No upfront fee. You pay only if you engage someone we present.