Bill Huang

Python, Django, MySQL, React, JavaScript, HTML 5, CSS 3, Full-Stack Web Development, Apache, Ubuntu Linux, Cloud Infrastructure, Agile Development, SCRUM, Sprint Planning, C#, .NET, .NET Core, Entity Framework, Angular, ES6, JQuery, Bootstrap, Typescript, SQL, C++, Windows, Unix/Linux, WinForms, WebForms, Web API, MVC, SQL Server, Relational Databases, OOA, OOD, UML, Use Cases, ER Diagrams, Java, J2EE, JSP, Web Services, Saas, Full SDLC, Requirements Analysis, Strategic Planning, Product… Show more

Python, Django, MySQL, React, JavaScript, HTML 5, CSS 3, Full-Stack Web Development, Apache, Ubuntu Linux, Cloud Infrastructure, Agile Development, SCRUM, Sprint Planning, C#, .NET, .NET Core, Entity Framework, Angular, ES6, JQuery, Bootstrap, Typescript, SQL, C++, Windows, Unix/Linux, WinForms, WebForms, Web API, MVC, SQL Server, Relational Databases, OOA, OOD, UML, Use Cases, ER Diagrams, Java, J2EE, JSP, Web Services, Saas, Full SDLC, Requirements Analysis, Strategic Planning, Product Roadmap, Technical Specifications, Troubleshooting, Process Improvements Show less

As a result of unplanned events, we lost the two most senior members of the QMedtrix development team who had originally written Qirk, and with them, all detailed knowledge about the system and its operation.

I led the effort to identify and plan an integration strategy while instituting a crash program to grow our knowledge of the Qirk system. This was required because the system still supports SPS operations for former QMedtrix customers and hence needs maintenance and… Show more

As a result of unplanned events, we lost the two most senior members of the QMedtrix development team who had originally written Qirk, and with them, all detailed knowledge about the system and its operation.

I led the effort to identify and plan an integration strategy while instituting a crash program to grow our knowledge of the Qirk system. This was required because the system still supports SPS operations for former QMedtrix customers and hence needs maintenance and support.

The decision was made to bring Qirk onto the MAARS.Net platform with the full support of top management. We began the development work and were largely complete by late 2019.

At that point my affiliation with Mitchell ended as a result of the decision to go a different direction with the SPS product.
Show less

In 2016 Mitchell acquired FAIRPAY’s largest competitor – Qmedtrix. I absorbed their 5 person development team and began the process of integrating the two development teams and cross-training on the two systems: MAARS.Net and Qirk.

I identified a way to keep both systems in place and achieve additional revenue through the selective application of the different pricing methodologies. The team implemented this temporary solution in 60 days and we produced an additional $1.5M per year in… Show more

In 2016 Mitchell acquired FAIRPAY’s largest competitor – Qmedtrix. I absorbed their 5 person development team and began the process of integrating the two development teams and cross-training on the two systems: MAARS.Net and Qirk.

I identified a way to keep both systems in place and achieve additional revenue through the selective application of the different pricing methodologies. The team implemented this temporary solution in 60 days and we produced an additional $1.5M per year in revenue while allowing ourselves some time to consider the best way to deal with the two similar systems.

Additionally, I led the team that did the QMedtrix data center, desktop, telco, etc… integration into the Mitchell data center. This was completed without incident.
Show less

National Health Quest (NHQ) was a negotiations company acquired by Mitchell in 2012 (if memory serves) and was a direct competitor to FAIRPAY’s negotiation product running on the MAARS.Net platform.

Shortly after the FAIRPAY acquisition the unit was renamed to Smart Price Solutions (SPS) and leadership consisted of the NHQ leadership team merged with the FAIRPAY leadership team. With my leadership and encouragement we decided that the best move to improve NHQ margins would be to… Show more

National Health Quest (NHQ) was a negotiations company acquired by Mitchell in 2012 (if memory serves) and was a direct competitor to FAIRPAY’s negotiation product running on the MAARS.Net platform.

Shortly after the FAIRPAY acquisition the unit was renamed to Smart Price Solutions (SPS) and leadership consisted of the NHQ leadership team merged with the FAIRPAY leadership team. With my leadership and encouragement we decided that the best move to improve NHQ margins would be to integrate that business onto the MAARS.Net platform.

This effort involved building new features to support the higher volume business model of NHQ, and migration of existing customer bridges to transmit medical bills via EDI to the new platform. Additionally, users had to be retrained to use the new system and data had to be archived from the old system to support legal requirements.

I led the integration and our team successfully completed it in early 2015. The end results were as predicted and margins continue to improve throughout 2019 as the negotiation team becomes more acclimated to the system and enhancements to the original vision were deployed. In short, MAARS.Net was a force multiplier for the negotiations team supporting its continued growth and success.
Show less

I led the cross-functional team that moved the FAIRPAY data center, desktop / laptop, telecon, bandwidth, mobile, source control and security infrastructure into the Mitchell distributed data center environment. We were challenged with tight timelines and limited resources along with an attitude from top management that this was an easy task.

This required tight planning and coordination with the Mitchell data center team who felt they knew more about our environment and users than the… Show more

I led the cross-functional team that moved the FAIRPAY data center, desktop / laptop, telecon, bandwidth, mobile, source control and security infrastructure into the Mitchell distributed data center environment. We were challenged with tight timelines and limited resources along with an attitude from top management that this was an easy task.

This required tight planning and coordination with the Mitchell data center team who felt they knew more about our environment and users than the FAIRPAY part of the team. I consider this particular challenge to be common place during the integration of an acquisition into the purchasing entity’s environment.

The start of the effort was a bit rocky, but with my leadership we came together as an effective team. We were able to pull this off without a hitch in a very aggressive timeline. We experienced zero outages or interruptions as a result of the team’s great execution.

Part of the effort involved closing down the office at FAIRPAY’s Addison, TX. location. I worked with the Mitchell facilities team to support efforts to sub-lease the space which were unsuccessful for a variety of reasons. I recycled and donated all unwanted hardware, software, and equipment. Finally, I left behind an empty office and turned the lights out when I left.
Show less

As the MAARS.Net system became more integral to the operations of FAIRPAY, it became clear that we needed to improve our capabilities in the customer service team beyond Outlook and email.

I worked with the stakeholders to develop appropriate requirements and we built an integrated CRM module into MAARS.Net. We considered external solutions but rejected them due to cost, implementation time, and their inability to seamlessly integrate with our medical bill workflow.

After about a year of production reviews on the MAARS.Net platform, the business wanted more flexibility in the repricing algorithm to include many more data points.

This required massive changes to the underlying data structures and repricing workflows.
In order to deal with this complexity we built a graphical user interface that produced executable diagrams which output the pricing recommendations as part of a larger workflow. Think of these as self-documenting, executable Visio… Show more

After about a year of production reviews on the MAARS.Net platform, the business wanted more flexibility in the repricing algorithm to include many more data points.

This required massive changes to the underlying data structures and repricing workflows.
In order to deal with this complexity we built a graphical user interface that produced executable diagrams which output the pricing recommendations as part of a larger workflow. Think of these as self-documenting, executable Visio diagrams.

By driving these changes to the system based on user feedback, I supported the business and drove revenue gains through better pricing outcomes. Additionally, the business side was able to take over the creation and maintenance of these pricing diagrams (they were the creators of the pricing algorithms orginally) which freed the development team to move to other, more technical work.
Show less

After the previous server consolidation effort, I turned my focus to Disaster Recovery and Business Continuity. Since we had numerous data storage disks across the data center, backup, recovery and maintenance were difficult and time consuming; leading to unproductive costs.

I spearheaded a project to solve these problems and lay the foundation for reliable backups and DR. The solution was an enterprise grade Storage Area Network (SAN) along with VMWare virtualization technology.… Show more

After the previous server consolidation effort, I turned my focus to Disaster Recovery and Business Continuity. Since we had numerous data storage disks across the data center, backup, recovery and maintenance were difficult and time consuming; leading to unproductive costs.

I spearheaded a project to solve these problems and lay the foundation for reliable backups and DR. The solution was an enterprise grade Storage Area Network (SAN) along with VMWare virtualization technology. Working with my team, I built a business case for the purchase, successfully sold it to the CEO, and implemented the new system.

The results were saving of about $150k per year in recurring costs after paying for the purchases with savings and that we now had a foundation to move forward with a DR plan.
Show less

I drove the organization to a formalized DR / BC plan with a 24 hour cutover window in the event of a disaster. The key point in understanding the decisions made is that at FAIRPAY we had a turnaround time of 5 days for a medical bill received from a client. We held ourselves to 48 hours. As a result, I designed a plan to meet the needs of the company – not an arbitrary view of “best practices”.

Based on customer service level commitments, we decided it was not cost effective to… Show more

I drove the organization to a formalized DR / BC plan with a 24 hour cutover window in the event of a disaster. The key point in understanding the decisions made is that at FAIRPAY we had a turnaround time of 5 days for a medical bill received from a client. We held ourselves to 48 hours. As a result, I designed a plan to meet the needs of the company – not an arbitrary view of “best practices”.

Based on customer service level commitments, we decided it was not cost effective to maintain an active / active server setup, so we took nightly incremental tape backups offsite each night. We also decided that it was not cost effective to maintain our own generator to protect against electrical power outages.

We did numerous tests to prove our plan was comprehensive and could be executed within the required 24 hour window.

I instituted improvements to the VPN infrastructure to enable many associates to work from home which reduced the cost of purchasing offsite working facilities.

During my 8 years as FAIRPAY CIO, the only outages we suffered were due to loss of Addison, TX. electrical power. There were 2 of these that lasted less than 8 hours total and produced no impact on the business.
Show less

Though Worker’s Compensation is not bound by HIPAA requirements, we treated our customer’s data as if we were.

I instituted a policy and systems to archive all email sent or received using COTS software and worked with my Network Operations team to lock down all client machines to prevent leakage of intellectual property or Protected Health Information (PHI).

When FAIRPAY was purchased by Mitchell in 2014 we were way ahead of our much larger purchaser on this front.

When the system was released in early 2008, there was minimal reporting available as we started from scratch. After some feedback from users, account managers and customers, we designed and implemented a reporting structure (along with supporting data structure modifications) that delighted our customers and account managers.

The system is able to arbitrarily group data by different attributes (client, account manager, client office, etc…) and report revenue, savings, reconsideration… Show more

When the system was released in early 2008, there was minimal reporting available as we started from scratch. After some feedback from users, account managers and customers, we designed and implemented a reporting structure (along with supporting data structure modifications) that delighted our customers and account managers.

The system is able to arbitrarily group data by different attributes (client, account manager, client office, etc…) and report revenue, savings, reconsideration amounts and other metrics aggregated across those groupings. This remains unique to the industry.

The other key element of this initiative was the creation of an OLAP cube for internal analysis purposes. This supports the leadership decisions to this day.
Show less

When I got to FAIRPAY, they had a small, on site data center with many small single purpose servers. I initiated the effort to consolidate these small, aging servers into a few larger, more powerful servers saving about $150k per year in software licensing costs.

As part of the FAIRPAY Specialty Bill Review (SBR) product, we provided legal defense for all of our recommendations. This required tight coordination between the operations team who did the actual reviews, customer service and the legal department providing defense of our findings.

We retired an old, free standing Case Management system and created a new module for the MAARS.Net platform which is fully integrated with the life of a medical bill. This was very helpful in keeping legal… Show more

As part of the FAIRPAY Specialty Bill Review (SBR) product, we provided legal defense for all of our recommendations. This required tight coordination between the operations team who did the actual reviews, customer service and the legal department providing defense of our findings.

We retired an old, free standing Case Management system and created a new module for the MAARS.Net platform which is fully integrated with the life of a medical bill. This was very helpful in keeping legal costs under control since attorneys and paralegals could view the entire history of a medical bill and track the progress of pending legal disputes with cued follow up actions. These efficiencies allowed a few attorneys and paralegals to do the work of a much larger team.
Show less

The MAARS.Net (Medical Auditing Analysis and Review) system is the core platform supporting FAIRPAY’s proprietary Specialty Medical Bill Review process engineered to calculate the fair price of a medical bill based on state law in the Worker’s Compensation insurance space. Additionally, it supports all operations related to the review process such as Customer Service and Legal Case management among others.

I built the development team from scratch (many of whom are still working on the… Show more

The MAARS.Net (Medical Auditing Analysis and Review) system is the core platform supporting FAIRPAY’s proprietary Specialty Medical Bill Review process engineered to calculate the fair price of a medical bill based on state law in the Worker’s Compensation insurance space. Additionally, it supports all operations related to the review process such as Customer Service and Legal Case management among others.

I built the development team from scratch (many of whom are still working on the system 13 years later) and acted in the combined role of Project Manager and Product Manager during the development. I assembled and led a cross-functional team of up to 37 people to develop and validate requirements, repricing methodology which was FAIRPAY’s intellectual property, and process workflows.

This system has produced over $220M in free cash, about $100M in equity growth for investors, and saved FAIRPAY’s customers over $2.2B since 2008 and these number continue to grow to this day.
Show less