________________________________________________________________________________________________________ UF Health
didn’ t know what a DRG was, a CPT, or a UB,” April remembers. She went on to obtain her Master’ s in Healthcare Administration with a concentration in analytics. Her foundational expertise continues to inform her leadership approach, particularly in aligning revenue cycle operations with financial strategy. She entered healthcare as a business office manager at a community hospital, where she quickly developed deep operational knowledge and a hands-on leadership style.
Architecting the Epic standard
A key organizational priority under her leadership is the transformation of the
Epic platform to support enterprise-wide standardization and a re-design of the current Revenue Cycle Operating Model. By implementing a single service area with consistent processes and aligning leadership to the technology design, UF Health is positioning itself to operate as a fully integrated system rather than a collection of individual entities.“ At that point, we can start building the enterprise structure we need for growth and scalability,” April explains.
Standardization shapes the patient experience. When financial assistance or payment policies differ, patients may lose trust in the organization. As UF Health moves
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