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Healthcare leaders do not need more activity. They need better performance - measured as outcomes.
Healthcare leaders do not need more activity. They need better performance - measured as outcomes.
Becker’s 14th Annual CEO + CFO Roundtable takes place November 2–5, 2026, at Hyatt Regency Chicago. The four-day event is built for healthcare chief executive officers, chief financial officers, presidents and chief operating officers, with 1,500-plus executive attendees and 450-plus hospital and health system speakers.
Nine open tracks address health system strategy, growth and mergers and acquisitions, financial performance and sustainability, digital and artificial intelligence transformation, workforce strategy, and governance and risk. For finance and revenue cycle leaders, the value is in connecting enterprise priorities to the operating controls, capacity choices and reimbursement performance that determine whether strategy reaches the bottom line.
Michael Bohaboy, CHFP (Strategic Client Growth Director) and Mark Workinger (Vice President, New Client Growth) will attend the Roundtable. Their revenue cycle and client-growth experience can help leaders translate broad priorities into practical comparisons: where rework is consuming capacity, which controls protect earned revenue and how technology-enabled services should be governed against financial outcomes.
Growth and merger strategies create value only when revenue cycle performance holds across new entities, specialties and contracts. Compare how leaders standardize patient access, coding and follow-up while preserving local accountability. The financial test is whether scale improves cash predictability without multiplying rework, exceptions or cost to collect.
Cost programs can reduce visible expense while leaving downstream rescue work intact. Trace where documentation, authorization and claim defects begin, then measure the labor and cash consequences they create. First-Pass Performance shifts control upstream so margin improvement comes from preventing rework, not simply moving it between teams.
Digital and artificial intelligence investments should be judged beyond adoption, throughput or task completion. Establish the baseline, expected cash or cost impact, and operating owner before scaling. Then compare whether automation eliminates work, improves revenue integrity and accelerates decisions, or creates another queue that finance cannot connect to value.
Governance becomes meaningful when leaders can inspect performance, surface risk and act before missed commitments become financial variance. Open Accountability keeps outcomes visible while providers retain control. Evidence such as a physician enterprise A/R reduction helps distinguish sustained operating discipline from activity reporting.
Complete the form to connect with Michael Bohaboy and Mark Workinger to examine the revenue cycle assumptions behind your next strategic, financial or technology decision.
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