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forward slash beckerspodcast.
This is Gracelyn Keller with the Becker's Healthcare
Podcast, and we are recording live at the
thirty first annual business and operations of ASCs.
I'm currently joined by Brenda Fernandez, who is
the chief financial officer at Puerto Rico ASC
Holding. So Brenda, thanks for being here. I'm
gonna have you kick us off by sharing
a little bit more about yourself and your
work in the ASC space.
Yeah. First, thank you for the invite.
I currently serve as a chief financial officer
of,
network of ASCs in Puerto Rico. Our portfolio
includes,
two single specialty
in ophthalmic ASCs and one multi specialty
with the first outpatient
total joint program on the island. My role
focus on
financial stewardship and sustainable growth,
overseeing strategic investment, payer contracting, capital allocation, and
operational
efficiency.
I work closely with the
clinical and administrative leaders
to ensure that
every dollar spent
aligns with our mission, which is delivering high
quality, cost effective care in a compliant and
scalable environment.
Wonderful. Well, thanks for being here. And let's
start our conversation by talking about the ASC
market. In The US, this is projected to
reach $60,800,000,000
by 2030, and it continues to experience strong
year over year growth. So from your perspective,
what is the most significant trend and market
forces driving this expansion? And how should ASC
leaders be preparing today?
Well, the growth, it's been fueled by a
combination of payer payer incentive,
patient preference, and innovation.
From a financial lens, the shift of surgical
volume from hospital to ASCs, especially orthopedics and
ophthalmology,
this creates meaningful cost saving for the system
while maintaining quality.
So
there are
opportunities in the market. So for ASC leaders,
the priority should be scaling in a strategic
way.
For example, build strong financial motors around came
case mix and payer mix to anticipate margin
compression.
Also, straighten revenue cycle performance,
eligibility,
coding, accuracy, and denials management.
Another priority,
might be aligned capital investment in technology and
infrastructure with volume based
return on investment projections.
And the last one but not minor, diversity
partnerships and bundled payment participation to stay competitive
in a value based environment.
Wonderful.
And then from AI and robotic surgeries to
advanced EHR systems, technology remains both a make
or break factor and a critical driver of
ASC operations at scale. So how do you
see deeper tech integration shaping the ways ASCs
deliver care and manage their business over the
next few years?
AI is a trending topic in this era.
Technology is quickly becoming the great equalizer for
a for ASCs.
From my perspective,
data driven decision making is now the differentiator
between good and great centers.
AI is,
an automation are allowing us
to actually predict case profitability
and optimize staffing in real time.
Also, doing some benchmark supply utilization and implant
costs against national datasets.
Also
identify leakage points in billing or documentation
that directly affect cash flow.
Advanced analytics also make our board level reporting
sharper. We can tie operational metrics
directly to their financial impact like turnover, state,
and infection rates among others.
The next frontier
is
integrated
dashboards that link quality outcomes, staffing, and cost
per case on one platform.
And with 60% of health systems considering ASC
joint ventures and many ASCs already partnering with
systems in their communities,
what opportunities do you see for collaboration, whether
with other providers or vendors, to strengthen patient
care and operational efficiency?
Partnerships
are where where we are valued has been
unlocked. Help system bring brand recognition
and complex
case pathways.
ASCs brings efficiency and lower cost structures.
There are too many opportunities in the market.
So some of them include joint venture expansions,
where hospital contribute case volume and capital, and
ASCs provide operational excellence.
Another opportunity
might be vendor and implant partnerships
tied to cost per case performance or volume
based rebates.
And, also, I think that cost provider networks,
it could be another opportunity for bundled episodes,
surgery,
rehab,
and follow ups to enhance con continuity of
care and capture shared savings.
The financial motor of the future is collaborative,
share risk, share reward, and align transparency.
Well, thank you so much for taking the
time to join me today. Is there anything
we didn't touch on or any final thoughts
you'd like to share? Absolutely.
Financial literacy, it's in the ASC world today
means more than balancing books.
It's about designing resilient systems.
Our challenge is to remain lean while investing
in the right innovations.
The centers that
thrive will be those that combine discipline and
cost management with boldness in strategic growth.
Technology and collaboration
are not are not just enablers.
They are capital multipliers when executed with precisions.
Wonderful. Well, Brenda, thanks so much for joining
me. And, again, we are recording live at
the thirty first annual business and operations of
ASCs. Thanks so much. Thank you.