Graduate student at Lamar University studying Business Administration and Management, preparing for entry-level roles in management.
Portfolio of class projects, case studies, and management exercises from my MBA program at Lamar University, showing applied learning and foundational skills.
Modeled 3,966 appeals and 35,443 workflow events in an event-level star schema; used SQL window functions to measure stage dwell time and median turnaround; built a 16-rule data-quality gate and Friction Score. Found incomplete documentation drove 31.7% rework vs. 7.7% when complete, and turnaround rose from 13.4 to 28.4 days after three reassignments.
Classified 11,967 claims for preventability at submission; mapped $4.48M of $5.42M denied dollars (82.7%) to five prevention controls; built a pre-submission risk-scoring queue that flagged 104 high-risk claims carrying ~$191K of modeled denied exposure.
Graduate student at Lamar University studying Business Administration and Management, preparing for entry-level roles in management.
I am Sahra Fanousi, a graduate student at Lamar University pursuing a Masters in Business Administration with a focus on management. I have limited formal work experience and am preparing to start my professional career, building skills and coursework toward management roles.
Experience
Healthcare Appeals Analyst
Ceris | Texas (Remote) · 2023 – Present
Healthcare Administrative Coordinator
Confidential Medical Practice / Hospital System | Texas · 2019 – 2021
Education
Lamar University
Master of Science, Business Analytics and AI · Class of 2027
University of Texas at Arlington
Bachelor of Science, Biology
Skills
Modeled 3,966 appeals and 35,443 workflow events in an event-level star schema; used SQL window functions to measure stage dwell time and median turnaround; built a 16-rule data-quality gate and Friction Score. Found incomplete documentation drove 31.7% rework vs. 7.7% when complete, and turnaround rose from 13.4 to 28.4 days after three reassignments.
Classified 11,967 claims for preventability at submission; mapped $4.48M of $5.42M denied dollars (82.7%) to five prevention controls; built a pre-submission risk-scoring queue that flagged 104 high-risk claims carrying ~$191K of modeled denied exposure.
Reconciled six appeals KPIs across three source systems (~17,700 rows); defined a KPI catalog, source-of-truth rules, and 15 data-quality rules; attributed every variance and certified 2 of 6 KPIs (38.5% reconciliation rate) for leadership reporting.
Analyzed 15,908 cases across five teams and 35 analysts; built Case Complexity Score, Workload Balance Index, and Assignment Accuracy Rate (73.1%). Showed team SLA compliance of 25.9%–84.2% was driven by routing rather than performance, reversing the stakeholder hypothesis.
Analyzed 13,951 appointments and 1,786 waitlist entries across 22 providers; ran lead-time, no-show, and cancellation analysis; identified 507 refillable cancellations and prioritized 316 critical and 704 high-priority patients with a Waitlist Match Score.