Sentences with phrase «strategic claim practice»

As part of our strategic claim practice, Carr Maloney provides its clients with the best strategies to avoid excessive litigation and business exposure.

Not exact matches

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

In 2009 his lordship recognised after meeting French business leaders that France was better at setting strategic goals, citing examples such as nuclear energy, high - speed rail and aerospace, then claiming that: «We have something to learn from continental practice [but] we are not talking about public ownership.»

Also recommended are practice head Suzanne Liversidge (who «takes time to build relationships and provides strategic support to clients»), Tom Holbrook, who represents insurers and police forces in employers» and public liability claims, and Gregor Woods and senior associate Laura Siddall, who are noted for their «good all - round understanding of the law and willingness to go the extra distance for clients».

Peter is an experienced construction lawyer whose practice revolves around contract drafting and negotiation on large engineering, procurement, construction, maintenance and other project agreements, as well as strategic advice and assessment of claims and dispute resolution.

He also served as the CEO of Epiq Systems Class Actions & Claims Solutions, where he initiated a successful turnaround effort including a reorganization of marketing, sales force and strategic business development activities, and as Director of Practice Development for White & Case, leading practice group strategy, marketing, business development, competitive intelligence and client rePractice Development for White & Case, leading practice group strategy, marketing, business development, competitive intelligence and client repractice group strategy, marketing, business development, competitive intelligence and client relations.

Medical Billing Specialist — Duties & Responsibilities Manage medical billing, coding, and customer service operation for industry leading corporations Develop extensive experience with all major medical insurance providers Provide exceptional customer service resulting in 100 % client satisfaction rating Maximize reimbursements and minimize costs through effective management Serve as member of Rate Book Committee overseeing 80,000 outpatient third party accounts Recruit, hire, and train staff ensuring understanding of company brand, policies, and procedures Responsible for $ 100 million per year in company income and company record of $ 46 million in one month Oversee financial management providing best practices and strategic planning Build and strengthen relationships with third party payors including Medicare, Medicaid, and others Author and present reports to senior leadership regarding company financial health Set and strictly adhere to departmental budgets and project timelines Ensure compliance with applicable laws and industry regulations Establish and maintain detailed records regarding claims, billing, and client information Create and implement clinical and nonclinical team training activities Consistently promoted for excellence in management, customer service, and revenue generation Study internal literature to become an expert on products and services Represent company brand with poise, integrity, and positivity

Director of Business — Duties & Responsibilities Recruit and train staff of 30 in hospital policies, procedures, best practices, and corporate branding Design and implement staff development, recognition, and disciplinary policies and procedures Oversee admissions, utilization review, PB X, imaging center, billing, collections, and wound center registrations Set and strictly adhere to departmental budgets and schedules Author and present financial reports concerning revenue, expenses, and outstanding collections Identify performance indicators and benchmarks for integration into reporting systems Conduct surveys regarding patient / staff satisfaction, benchmarks, accreditation, and employee benefits Maintain a 99 % patient satisfaction score through attentive and professional standards of care Negotiate contracts and claims with insurance carriers, Medicare, Medicaid, and other payer sources Increase revenue by 30 % through effective contract renegotiation with suppliers, carriers, and other parties Implement policies, procedures, and equipment to cut hospital costs while enhancing patient care Utilize strong management experience to drive operations in an efficient and professional manner Develop and implement billing controls, cash processing measures, lockboxes, and other financial processes Coordinate and oversee internal and external audits ensuring compliance with industry and legal standards Recruit physicians through successful marketing, networking, and other tactics Implement automated Chargemaster financial application (Craneware) and maintain patient accounts Responsible for HCAHPS and the yearly Quality Assurance Plan Appeal claims when appropriate resulting in $ 400,000 reimbursement from PPO insurance over the last year Build and strengthen professional relationship with community leaders, coworkers, and industry figures Consistently promoted for excellence in financial management, team leadership, and dedication to mission Develop working knowledge of hospital operations from patient admission to senior level strategic planning Represent company with poise, integrity, and positivity