Your practice outgrew its operations about two years ago.
One practice director accountable for your front desk, revenue, marketing and financials — for a fraction of the cost of hiring one full-time.
What you get: a 45-minute review of your financials, AR and schedule, and written findings that are yours to keep.
You probably recognise at least two of these.
- You are the escalation path for everything
- Scheduling, a denied claim, a resignation, a payer contract nobody has read. It works because you are there, and it stops at the hours you have.
- Your numbers arrive late and explain nothing
- You know what came in last month. Not whether it was collections, volume, payer mix, or denials nobody worked.
- You have hired for this twice and it did not take
- An administrator executes a system. Someone has to build it first.
One person accountable. Four areas measured.
- Remote front desk
- Phone calls, email, patient intake and routine admin, handled remotely. Measured on answer rate, phone conversion and no-show rate.
- Revenue
- Billing, denials, AR, payer contracts. Measured on collections against expected, days in AR, denial rate.
- Marketing
- Patient acquisition tied to real capacity and payer mix. Measured on new patients, cost per acquisition and revenue per provider.
- Financials
- Monthly close and reporting by provider and service line. Measured on margin by provider and service line, and cost per visit.
How an engagement runs.
- Operations Assessment We read your financials, schedule, AR and org chart, and write up where revenue leaks and time goes.
- First 90 days Stabilise what is bleeding, document what is undocumented, install the reporting.
- Ongoing Your practice director runs what you hand over and reports the same metrics every month.
What it looks like in practice.
Green Valley Family Clinic. A large balance sitting in AR across several payers, and a billing process that kept rebuilding the backlog. We worked the aging in order of collectability, invoiced patient responsibility in parallel, then rebuilt the workflow so it stayed low. The practice moved from barely breaking even to consistent profit.
Start with the assessment.
Forty-five minutes on your financials, AR aging and schedule, and a written summary of what we see. If your operation is running fine, we will tell you that too.