Cory Gu

Cory Gu has deep expertise in enhancing revenue cycle operations and financial performance across provider settings, including academic medical centers, community hospitals, and standalone physician groups. He leads engagements focused on streamlining and redesigning processes, increasing productivity, and achieving operational efficiencies throughout the revenue cycle continuum.

Mr. Gu’s ability to drive substantial financial and operational improvements makes him a valuable asset to healthcare organizations seeking to optimize their revenue cycle performance. His experience at BRG has included:

• Led Hospital and Physician Revenue Cycle assessment implementations for a $1.8 billion net patient service revenue (NPSR) health system in the Mid-Atlantic, delivering $25.5 million in validated net revenue improvement—exceeding the $21 million goal.
• Spearheaded the Robotics Process Automation (RPA) innovation team, identifying key systemwide use cases and implementing bots that achieved an $840,000 reduction in labor efforts and cost-to-collect. Further established a sustainable RPA program by developing robust business cases, return on investment (ROI) models, and a Center of Excellence (COE) infrastructure.
• Directed performance across Revenue Cycle, Human Capital, and Workforce Operations workstreams for a Midwest teaching hospital. Implemented a comprehensive benefit measurement methodology and tracking system, successfully achieving a $20 million benefit target despite significant revenue headwinds from COVID-19.
• For a $1.4 billion NPSR system in the southeast United States, implemented a formal point-of-service (POS) collections – program across four hospitals’ Patient Access teams, resulting in a 59 percent increase in annual POS collections from baseline and a significant reduction in bad debt write-offs. Additionally, decreased eligibility-related denials by 52 percent through strategic job enrichment initiatives, including enhanced training, customized job aids, and a robust quality audit program.
• Directed Revenue Cycle workstream operations for a Midwest hospital with $401 million in NPSR. Developed and implemented a denials avoidance program that yielded a $512,000 annual reduction in write-offs related to registrations, authorizations, medical necessity, and timely filing. Also provided crucial project oversight for key POS collections and charge capture initiatives.