Role search
Get an Interim Revenue Cycle Director who can own clinical billing rule modification.
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 Revenue Cycle Director acts as the tactical engine behind clinical reimbursement. While a VP sets policy and long-term strategy across a health system, the Director executes the daily mechanics required to collect revenue.
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
- Interim Revenue Cycle Director
The judgment call
What this hire really comes down to
A Revenue Cycle Director acts as the tactical engine behind clinical reimbursement. While a VP sets policy and long-term strategy across a health system, the Director executes the daily mechanics required to collect revenue. This hire owns the conversion process where clinical notes become billable events.
Your organization needs someone who treats the EHR as a living tool for profit rather than a static record. They must identify why claims trigger denials at the front end before those claims leave your building.
What we check
What we check before you see anyone
- We verify technical proficiency in your specific EHR billing module. A Director must know how to build, modify, and audit the billing rules within your software. If you use Epic, they must have experience with HB and PB workflows. We assess their ability to handle the system independently to pull reports and isolate coding trends that impact your payer mix.
- We audit their record in managing clinical documentation integrity and coding accuracy. This hire must explain how they coached clinical staff to improve charge capture without causing physician turnover. We verify they have held authority over charge master maintenance and fee schedule updates.
- We pressure test their history of controlling claim denials and A/R aging. We ask for concrete evidence of how they reduced claim rework during their past tenures. They must demonstrate a firm grasp on the difference between technical denials, which are system issues, and clinical denials, which require peer-to-peer physician reviews.
- We confirm their ability to manage complex payer relationships and reimbursement variances. A Director must know how to handle the difference between standard government reimbursement and complex commercial payer contracts. We assess their experience in managing staff through periods of high volume or system conversion.
Sourcing
Where we find them
We target professionals currently acting as Revenue Cycle Managers or Directors in large physician practices or mid-sized hospitals. These individuals possess the technical depth to step into a new environment and audit billing rules on day one. They are usually found in environments where they are personally accountable for the monthly financial close and the accuracy of the revenue report.
These experts move to interim work because they prefer operational troubleshooting over permanent staff management. They seek the freedom to implement fixes without handling internal corporate politics or long-term career growth agendas. They have often worked across multiple EHR platforms, which gives them a deeper understanding of how different systems handle the same revenue cycle logic.
Where searches go wrong
Mistakes we see
- Hiring someone who spent their career managing a single hospital system without exposure to a wide variety of payer contracts. This person struggles when they encounter your unique mix of commercial and government reimbursement rules because their experience is too narrow to adapt to your specific claims environment.
- Selecting a candidate who treats the role as a bridge to a permanent job rather than an interim problem-solving engagement. These individuals avoid making the tough decisions or challenging entrenched staff because they want to remain liked for the long term. This prevents them from fixing the broken workflows that are driving up your denial rates.
- Focusing on the resume titles rather than the actual daily task of billing. A person who spent their career in administrative finance often lacks the ability to log into the billing module and correct a charge capture rule. You need a leader who remains close enough to the software to perform the work that the staff cannot complete.
The search
How the Interim Revenue Cycle Director search runs
- First, we define the technical gap within your current billing module configuration. We look for candidates who have performed a full revenue cycle optimization in the exact version of Epic, Oracle Health, or athena that you run. This step removes candidates who only have surface-level familiarity with the software.
- Next, we screen for their ability to manage specific financial outcomes. We conduct a technical interview where they must walk us through how they would reduce your A/R days or mitigate high-volume denials. We push them to describe their method for monitoring coding quality and clinical documentation audits, ensuring they possess the hard technical skills to improve your cash flow.
- Finally, we assess their leadership style in a turnaround context. We look for a director who can command a team to change daily habits immediately. We prioritize those who show a direct communication style and a willingness to be held accountable for the revenue cycle metrics they produce during their time with you.
Questions
What is the difference between an interim VP and a Director?
A VP handles high-level strategy, payer contract negotiations, and board-level reporting. An interim Director executes the daily billing, coding, and denial management operations on the ground.
Do I need a candidate with specific EHR experience?
Yes. Revenue cycle performance relies heavily on your billing module configuration. We ensure your candidate knows your specific system to prevent costly training delays.
How quickly can they impact my A/R days?
An interim Director should identify the primary root causes of your A/R issues within the first week. Actual cash flow improvements usually follow within the first billing cycle.
What happens if the interim leader identifies a major system flaw?
They provide you with a report on the flaw and a corrective action plan. You then decide whether to authorize the system changes based on their findings.
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.