In this MGMA member spotlight episode of the MGMA Insights Podcast, Daniel Williams, senior editor and host of the MGMA Insights Podcast, sits down with Tawnya Capps, practice administrator at Colorado Cardiovascular Surgical Associates. With nearly 30 years of experience spanning front desk operations, coding, billing, HR, and executive leadership, Capps offers a rare, end-to-end view of what it takes to build a resilient medical practice — and a culture where every role matters.
The conversation explores leadership without hierarchy, career growth without a master plan, the power of MGMA community, and why showing up — literally and figuratively — still matters in a hybrid world.
A Career That Started at the Front Desk
Capps’ healthcare journey did not begin with a carefully mapped leadership trajectory.
With a degree in kinesiology and an early interest in sports medicine, she entered healthcare just trying to decide what career she wanted to pursue. That decision started at the front desk of an ophthalmology practice and eventually led her to Colorado Cardiovascular Surgical Associates, where she has now spent three decades.
One pivotal early moment came when she was asked to help with billing. “I literally said to her, ‘OK, give me the short version. I don’t plan on doing this for a living,’” Capps recalled. “And 30 years later, I’m still a certified coder.”
That openness to learning — even when the task seemed temporary — became a defining theme of her career.
Rather than chasing titles, Capps followed opportunities to solve problems. Each role added a layer of operational understanding that would later shape her leadership philosophy. “I just saw a lot of opportunity. I liked learning the new stuff,” she said, noting how her anatomy background made coding intuitive and sparked deeper interest in the business side of medicine.
Why Doing Every Job Changes How You Lead
Capps credits her various roles in the organization for her success. “I can understand, I can have empathy, I can communicate with the employees,” she explained.
That empathy translates into action. Capps regularly steps in to help when staff are busy — whether that means answering phones or checking in patients. “I’ve had managers who couldn’t answer the phone if they tried,” she said. “But I’ll go up there and, if [the staff is] busy, I’ll check in a patient.”
This approach reinforces a culture where no role is viewed as more important than another. “Front desk is just as important as an MA, just as important as billing,” Capps emphasized. “Everyone is just as important, no matter the hierarchy.”
Choosing Leadership When the Time Was Right
Capps’ path to executive leadership was not rushed. When first offered the practice administrator role, she declined. At the time, her priority was being present for her young children.
“I chose to be a mom,” she explained, wanting the flexibility to volunteer, attend school events, and maintain balance.
That decision did not stall her growth. Instead, it prepared her. By the time the opportunity arose again, she had gained deeper exposure to financials, physician relations, and operational strategy.
“When they offered me the position again, I was able to say, ‘I’m ready for that now,’” she said.
Women in Healthcare Leadership: Then and Now
Reflecting on her early career in the 1990s, Capps noted how limited leadership visibility was for women. “Women were in billing positions, front desk positions,” she said. “I didn’t really see a whole lot of women in C-suites and leadership roles.”
That perspective shifted dramatically when she became involved with MGMA. “When I started getting involved in MGMA… I started seeing a lot more leadership by women,” she said. “And that really motivated me to say, ‘Hey, you know what? I want to do that.’”
For women aspiring to leadership today, Capps stresses two essentials: networking and education. “You can’t ever stop learning,” she said. Conferences, peer conversations, and shared problem-solving not only build skills, but also confidence and belonging.
The Power of MGMA Community and Professional Certification
Capps’ MGMA journey began as a practical recommendation — join for education and resources. It evolved into a defining professional network. After joining the Colorado MGMA board, she found mentorship, leadership opportunities, and validation.
Earning her CMPE® credential was a turning point. “The thing [my mentor] said ... that stuck with me is that it’s what you do day in and day out,” Capps recalled.
Passing the exam gave her confidence she had earned through years of experience but had not fully recognized. “It made me think, ‘Oh, OK, maybe I do know what I’m doing.’”
Her ACMPE fellowship followed, pushing her to reflect deeply on her leadership through a formal business plan. “That was very motivating,” she said. “I was very proud of that business plan.”
Showing Up Still Matters — Even in a Hybrid World
In an era of remote and hybrid work, Capps offers leaders navigating hybrid models a balanced approach: flexibility without disappearance. She intentionally maintains a physical presence in the practice. While she values flexibility, she dedicates specific days to being onsite. “I think it’s very important to have a presence for the staff,” she said.
That presence reinforces approachability, accountability, and shared purpose. It also allows her to stay current as workflows evolve — from paper superbills to EHRs and changing authorization requirements.
“If I based it on what surgery scheduling was like 20-some years ago, I would be totally off base,” she noted.
Leadership Rooted in Family
Perhaps the most personal insight Capps shared centered on her daughters. Becoming a single mother when they were young shaped her determination to lead by example. “I wanted to make sure that they saw me as a strong role model,” she said.
Her professional achievements were never just career milestones — they were lessons in resilience. “My kids are my number one motivator,” she shared. “They’re my biggest supporters.”
That motivation comes full circle in her home, where a plaque reads: This house only raises strong women. For Capps, leadership success is measured not only in operational outcomes, but in the lives influenced along the way.
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