20 Reasons to Rethink Revenue Management

Introduction

Hello. This is Jonathan Wick, vice president of health insights at Finthrive, and I wanna talk to you about twenty reasons to rethink revenue management.

Twenty reasons to rethink revenue management's a function of a booklet that was published that you're welcome to have after this recording. Just reach out, and we'll have a link that you could connect to, and I'll send one to you or we'll get one to you somehow, and you could look at, these reasons in more detail.

Administrative Waste in Healthcare

The first reasons to rethink revenue management really surrounds waste. And if you've worked in health care, especially on the finance side, you'll understand that there's a significant amount of registered administrative waste in the tune of nine hundred and thirty five billion with a b dollars.

As we're looking at administrative waste and the and the things that are causing that, they really surround the patient account life cycle. I would argue, some studies by JAMA and Humana have also looked at overcare or overutilization or failed care.

There's a lot of fraud and view abuse from the Medicare fraud and abuse, work that's been done.

A lot though, I think the majority or lion share is coming from administrative waste in the forms of prior authorizations, denials, precertifications, downgrades, resubmitted claims, disparate systems not talking to each other, and copy and paste fatigue, I like to call it. All those things cause a lot of wasteful spend on the administrative side.

Payment Uncertainty and Patient Experience

It's not gonna get any easier too. This is a quote from my second book, and there is a lot of payment uncertainty right now. There's a lot of friction, and I would argue patients are the new payer, and they absolutely rely on a good experience both clinically and financially. And for you to excel as an organization, you really need to have really good collaborative, elegant, and I would argue, technologically enabled processes to ensure you're maximizing your experience and reimbursement with both patients and payer.

Impact of COVID-19 on Healthcare Volumes

Visit volumes are something that has been very volatile over the last four years as we're looking at how COVID impacted there on the left side of this graph and how we're seeing basically a a new normal in volumes. This banding is below the surface. That zero percent line there is normal volumes, and we've seen, especially in the area of the emergency department, you know, double digit deficits in terms of of patients not coming back, and that translates, of course, to inpatient.

Outpatient, I think, is something that's slowly transitioning to the ambulatory area or freestanding. But my point is is that you're seeing patients, make choices in places that maybe aren't the acute hospital. There's patterns here too. It's very apparent in the outpatient side when there's a holiday, people aren't going to the hospital. That's Thanksgiving and Christmas there the last three years, and you could see those those other kind of troughs that are happening off cycle, really don't have a lot of seasonality to them. And I I think it's a function of people going to other places and understanding what they what they can do in the market. Inpatient has outpaced ED in recoveries, but we really have seen this tight banding of volumes, into twenty three and twenty four.

Policy Rules in Revenue Cycle Management

The government is the number four reason why you should rethink revenue management. There are some key policy rules in the RCM market. These are the big three, I call them. Price transparency, which really isn't new, but it came out in twenty twenty one. Surprise medical billing or the no surprises act came out in twenty twenty two. And then payer price transparency or the transparency in coverage or a tick rule, came out about two years ago, but it's being phased this year as well. These are huge rules, gang, that have gone through different various, various, levels of trans of, I guess, I would say adoption and enforcement.

And we're seeing price transparency probably be the most mature, if you will. There's about seventeen fairly simplistic rules of price transparency and posting your Chargemaster, a machine readable file with negotiated rates, those types of things. No Surprises Act, I would argue, is in its infancy.

You're starting to see some monitoring, not much enforcement yet, mainly surrounding a good faith estimate, those types of things. And then payer price transparency is relatively new. They're basically following suit on the price transparency rule from three years ago, but they're having to also post their, reimbursement rates, at the payer level, and they have different enforcement arms as well.

Profit Margins and Financial Challenges

Number five is profit margins are elusive. I'm a big fan of Kaufman Hall. This is their report from February. If you were to take, March and April, of twenty four, those numbers are very similar in a three to four percent range.

We're starting to see kind of this propeller pattern of recovery happen. I'd say most hospitals have broke even, for the most part. You know, the deficit is is certainly becoming more and more positive. Twenty twenty two represented one of the more difficult years health care has probably ever faced, mainly because of a three headed monster, I like to call it, of labor, patient volumes as I mentioned, and then finally, payer relations.

And the labor element, was very, pronounced in the clinical areas. We also saw that some of revenue cycle. And just having people there to actually deliver care or submit bills was a huge issue, and that cost and the premium expense in either onboarding or or or or the turnover cost, was significant. And then payer relations really comes to the function of denials, which we'll talk about here as well.

These are some graphs that you certainly could review at a later time or in the booklet, but they talk about, especially in those green bars, the cost comparison from twenty one to twenty four in terms of labor and, supplies and, basically, volumes and things and how there's been these deficits that have occurred over time or having to pay premium dollars, and that that certainly doesn't allow, for growth or profitability when your expenses are outpacing your revenues.

Financial Performance and Hospital Variability

There's variability in this report as well, and I think it's a function of, something Kevin Holler likes to talk about from Fitch, a a trifurcation.

Those hospitals that are on a path in the middle are probably gonna stay there. Those ones that were growing before COVID happened or before some of these things that had a good day's cash on hand position, good investments, and some resilience, I would argue, in their finances will tend to grow at a much faster rate than those that maybe were fragile in rural areas or single soul community hospital. But the range in this is significant. About forty percent of hospitals, a little less than half, have, some financial performance issues that range in the four to nineteen percent range on the negative side.

And and as I mentioned, there's some that are substantially recovered financially on the positive side, and they've had higher out higher outpatient revenues, reductions swiftly to contract labor, and they've became more efficient as hospitals. One thing I I think I see from those that are on the positive side is that they have invested in technology. They are consolidating the RCM footprint. We'll talk about that here in a minute as well.

Payer Mix and Commercial Market Trends

Payer mix is the sixth reason to rethink revenue management. You're seeing the commercial market shrink here. That's that lightest green or lighter green there in that third bank over there from thirty three percent down to twenty two point three percent. We should see that next year.

You know, another way of looking at that is one in four of your patients are gonna have private insurance.

It's a pretty small number if you've been in the industry for a while. And about one in two or half of your patients will probably be funded by Medicare, Medicaid, or Medicare Advantage. And then you've got, you know, the other quarter, which is really self pay or health benefit exchange plans or others as you proceed.

The seventh reason to rethink revenue management really surrounds the employer.

Employer's Role in Healthcare Premiums

They occupy about seventy percent of the health care premium these days, and you could see that across different types of plans. And I don't think they signed up for this. And if you research it, you'll start to start see employers take more of a pivotal or forefront role in health care. It's their second expense beside, besides labor, as a as an operating entity, and and they really wanna understand how they can keep healthy employees, but not have this large burden of twenty to forty thousand dollars per employee at their organization. And they're trying to have employees be more engaged in costs and utilization.

Healthcare Premiums and Consumer Investment

And I would argue that's gonna come in a function of less choice. It'll probably come in in in narrower networks. It may come in higher deductibles for services that maybe have high cost, high utilization, and those types of things as they try to kinda burn the candle from both ends to to narrow that variability and cost down, so that they could, project and grow as a business without having to be anchored or moored by health care cost of their employees. Premiums are rising.

Most Americans spend more on their health care premiums, twenty two thousand five hundred dollars than they do on their mortgage. I think that's important to understand all the time you've spent in your mortgage and and others. You you probably spent less than an hour picking your health care coverage maybe. That's the eighth reason why you you should rethink revenue management.

It's a very large investment on the consumer level. And what are those benefit plans look like? What's the cost sharing look like? What's the network look like?

How frictionless is that? What's it look like for the market?

About forty three percent of workers are underinsured. It's a term you don't hear about that often, but that really is a high deductible or catastrophic plan where there's this, I guess, false pretense that there's coverage, but in fact, they have a gap, and they may have a five or six thousand dollar, you know, deductible. Most Americans, they're about forty percent of them have four hundred dollars in the bank. That's not much dollars of liquid income. If you've engaged in the health care system, that's gonna take less than probably one claim for you to hit that, and then all of a sudden you're borrowing, or delaying or deferring those payments over time. The ninth reason is the government. Uncle Sam will certainly play a larger role in the payer mix as well.

Role of Government in Payer Mix

And and the private insurance market Medicare Advantage, is there also. So as you're seeing Medicaid, Medicare, and then ultimately Medicare Advantage being managed by the private insurance companies, they have surpassed that mark. There are more Medicare Advantage enrollees than Medicare, these days, and important to understand from at least when I've talked to hospitals in the market, MA plans are are very, very difficult to, negotiate with if you have any at all, and they're very, very difficult to, get payment from. High levels of denials, much higher than traditional Medicare.

Lots of variable rules depending on the payer that's managing them. A lot of, I would argue, beneficiary confusion, understanding where they can go and what their costs are. There's been a lot of governmental attention to these MA plans as well in terms of making sure that they're on par and not being more restrictive than traditional Medicare. The tenth reason really is hybrid work, and I think we're kind of in that new wave now where most organizations that I talk to have at least some combination.

Transition to Hybrid Work Environment

Some are a hundred percent hybrid. Some maybe, half. They may be having folks. I've I've seen some actually start to bring folks back.

Does that make sense? And there's challenges in that. If you've created it, it's kind of this has been birth. Right?

You can't put the baby back in the womb. It's it's out there. It's a child that we have to bring bring up and and rear into the world now as this hybrid work environment. So you may have lost the infrastructure or the the actual plant space to have these folks or you may be struggling to find a workforce to bring them back.

Challenges in Labor Pool and Recruitment

But I think best practice is some hybrid model that looks at these four elements of technology, culture, performance, and people and figuring that out. But if you try to go one way or the other, I think there's challenges on each side. The eleventh reason for rethinking revenue management does surround that labor pool. This is the Bureau of Labor Statistics JOLTS or job opening labor turnover survey.

And if you were to take the left side of this graph and shoot it, you know, all the way around the room that you're in, it would look like that pretty much. You'd have an orange line there that's showing hires, substantially lower than that of openings. And that makes sense. Right?

You're always gonna have positions of a greater magnitude or more of them of of being open or posted than those that you're able to fill. And that delta's been running, you know, about a half a million for for for years, for decades.

COVID happened. You had a rapid increase of hires to kinda handle those floods and phases of of stages that came through those spikes and COVID outbreaks. And and then, you know, you've seen what I think is most concerning. These openings kind of come out, and they've they've plateaued a little bit, but they've basically, in that time, almost doubled that delta, if that makes sense.

And that's a really big deal. So even if you wanted to hire folks, I would argue that they're they've gotten out of the industry and don't wanna come back. And revenue cycle is not an area that that is, I would think an, you know, immune to that. This obviously is highly weighted on the clinical, specifically nursing side, but revenue cycle has had its share of folks.

And in conversations I've talked to, you know, leaders in the org at organizations, they've said, you know, we can get people, but we lose them almost as fast as we get them. The the the average average hourly rate in communities is often on par with fast food or retail or groceries in town. Not that there's anything wrong with those industries, but, these are typically highly skilled individuals that you need once you've gotten them trained up. And hospitals don't have a lot of capital or or, you know, operational cap, you know, dollars to allocate one, two, three dollars an hour to every associate.

It's a highly labor intense area, and that's tough. And that's what results in freezing in open positions, I think. And when that stuff starts to happen, people leave and, it's a cycle. I haven't looked at this data into twenty four yet, but I have a feeling it may, you know, get into the fifteen hundred or, you know, one point five million range there, and stay there for a while.

So it's my point is not necessarily, that the labor pool is is volatile. It's that we've actually kinda stair stepped up into this larger gap of the need versus availability of staff out there. And and as I mentioned, that's that's not, unique to the clinical area and finances experiencing it well. And and as you see that, you see revenue cycles start to have these reported things, go from kind of bad to worse, billing errors, hold times, cancellations, operational deficiencies, price transparency compliance as well.

Saturation of Third Party RCM Tools

The twelfth reason to rethink revenue management really surrounds the saturation, if you will, of third party RCM tools.

My hospital, I had twenty six different systems. In talking, you know, we've done some surveys at Finthrive as well that can range anywhere between ten to forty different systems. There's several systems here in Colorado that I've talked to that have, you know, dozens, you know, twenty to thirty to forty different things to kinda make bills go and get paid, if that makes sense, or make sure patients have a way to get into the system and and and kinda self navigate their appointments and their payments and things like that. And I what I find interesting on here is is the adoption from year to year.

This data comes from HBI and CLASS and and and, you know, it really is a function of understanding what things have worked, where the maturity levels are. And you look at things like charges and claims and, I would argue eligibility, those ones are in the high eighties. You start getting into things like prior auth, and those have dropped down pretty significantly. Patient engagement, has gone down a little bit.

Propensity to pay given the volatility in the market from the economies and things have also gone down. Estimation has been, kind of transitioning more and more to incumbent EHR technology as you move forward. So support to understand what your portfolio looks like, what things your your EHR can and can't do, and where you do need to supplement that with best in class technology that allows for, you know, you to capture every last dollar and not leave revenue on the table because it's your money and and you need to go get it. And EHRs were never really designed to to kind of bird dog cash that got lost.

They were designed to clinically document care and submit bills, but beyond that, they they tend to struggle.

Proliferation of Point Solutions

Point solutions are certainly proliferating. That's the thirteenth re thirteenth reason.

Vendor Diversity and Challenges

And a vendor cost footprint, you know, issue in terms of connections or VPNs or secured file transfer protocols, those types of things, are are hard to maintain in a relationship with your CIO and your IT department's important, but we've seen exposures from different companies out there with with the event that happened to change and and and and, I think we we recently saw, you know, other organizations also have at the clinical level happen, and and it's it's exponentially getting there. So it's important to look at what your footprint looks like, not only from a financial performance, but is it secure?

Security and Resiliency Concerns

Do you have redundancy or resiliency in place? I don't think people were talking about secondary clearing houses, you know, before this year, and that's something you certainly consider to make sure that your cash is flowing and that you've got some level. You've got redundancy with probably lots of other clinical systems, but financially, it's probably time to look at that as well. But do you ride this franken cycle? You know, the majority of hospitals have multiple vendors as I mentioned, and this can cause issues from a cost standpoint. Many of them do the same things as others. The security and data risks I mentioned.

Increase in Denials

Denials have quadrupled since twenty eighteen. This data comes from Clarivate and Health Business Insights. And, those of you that have been in the market long enough, you probably understand that the baseline rate has been, you know, about one percent of NPR. And and and just seeing that, you know, skyrocket has been somewhat troubling.

I haven't pulled twenty twenty four data, but but will and and look at that as we proceed. And, I have a feeling, you know, it's gonna stay up there for a while, and I've got theories. We just don't have time on this call to talk through why that is, but there are certainly, theories out there as to why denials have gotten worse and and and and how come they're gonna stay there, and they are all payer driven. I've seen many kind of math problems where it says payer equals denials.

Payer-Provider Relationship and Denial Write-Offs

There's not a lot of love between provider and payer right now, and there's a lot of pain. And these are write offs too, gangs. This is not initial denial rate. This is actually what's lost.

These are fatal write off adjustments. And so this is troubling. It'd be interesting. I'll be happy to hear from you.

Please reach out if you're watching this on demand, and and and let me know what your rates are and if you've gotten better or worse and if you're if you're making this go down or up. What I've instructed hospitals when I'm consulting with them is really, you know, it's not so much the number, it's the direction. And, you know, we you you wanna cut it's like a flood. You kinda wanna put the sandbags up and start rediverting that water and and and start to get that level to come back down.

Strategies for Managing Denials

I don't know that you're ever gonna prevent them. It's a game of whack a mole. You're always gonna have write offs in some magnitude. It's a cost of doing business, unfortunately, but you wanna make sure that you're decreasing an altitude or at least staying at the same altitude, at your organization.

If you're not, please get in touch with me. Let's try to figure out some strategies to work.

Underpayments are another element of this reason, and and, MGMA did this wonderful study a few years ago saying that on average, organizations have about seven to eleven percent of their claim inventory.

Denying that equates to about twenty seven million with an m dollars for a mid site system that payers just frankly aren't paying. And they do not pick up the phone and call you. They never did with me and say, hey, mister Wig. We we shorted you last month. It'll be on your next check. It just doesn't happen. It's something where the burden of proof lives with the provider, and they have to share that with the insurance company.

Challenges with Denials and Underpayments

It breaks out in in denials and underpayments, as I mentioned, and and that's about nine percent of revenue, that twenty seven million there as you mentioned, right, in that seven to eleven percent range for denials and or underpayments, sorry, and the denials. We start adding those up. That's where that that number comes from. And prior offs, certainly are the bane.

I think everybody's looking for a solution. Finthrive's working on a solution it should have on this year, and we're we're excited about that. And and and and with that, a denial prevention platform that allows you to manage those claims in a way, that's effective. And and and underpayments, certainly important to understand your contract management, claim strategy, a platform provides some insights there that are longitudinal in nature, I'd like to say, to where you can understand how the eligibility response is related to your charge master that's related to your contract, that's related to your claim, and ultimately your cash.

Importance of Contract Management

And having all of those elements within one system really allows you to understand where you can effectuate change, that drives revenue. Underpayments are in the hundred billion with a b range per the American Hospital Association. That's a report that comes out, and, it's not gonna get any better. I think Medicare and Medicaid run seventy to eighty cents on the dollar at best on the Medicare side.

And on Medicaid, it's maybe thirty to forty cents on the dollar. And the unwinding, certainly has put a lot of folks in the self pay bad debt bucket or maybe they've moved over to the health benefit exchange or over as a dependent on another privately held commercial plan. Nonetheless, as you saw earlier here, Medicare and Medicaid represent most hospitals at least half of the payer mix or somewhere north or south of that. But it's the majority payer these days when you combine governments, or government payers.

Impact of Medicare and Medicaid on Reimbursements

And and, it's a lot a lot not a lot of negotiation on price, and a lot of regulation in terms in in terms of, making sure things are documented and being paid governmental underpays, and there's a lot of variability here in all hospital services. You know, there's a two hundred fifty nine percent cap out per this study from Kaiser Family Foundation above Medicare, on an average of a hundred and ninety nine percent. The low end, it's at least a hundred and forty one percent of Medicare. You look at inpatient as two twenty two and one fifty one with an average of one eighty nine.

Variability in Reimbursement Rates

Outpatient, large variability, almost four hundred percent, two hundred fifty eight percent, two hundred sixty four percent is the average. Two point six times, again, what Medicare pays is what most hospitals get on outpatient. And then physician services, probably one of the tightest bands for good reason. They're chargemasters, and their fee schedules are certainly limited to compare to the others.

But important to understand in this slide that, you know, as you're looking at your reimbursements, you know, what is your opportunity? You don't have a lot of negotiating power as you move forward, and and we'll, look at that as we go.

Limitations of Value-Based Care

Fifth fifteenth reason, value based care is not a silver bullet.

This is a a a sealant survey. I can certainly get you the source if you need it, but, they track very closely traditional fee for service all the way up to full full blown, you know, population health management PHM, and then everything in between from, fee for service paper performance contracts with links to quality to to alternative payment models, and ACOs and those. And the point of this is is there's still a minority in contracts. That orange bar there on the right, forty one of all contracts are still fee for service, and and about sixty percent are are are across those other categories.

And, there this was twenty twenty two data. They have not gotten that big that that much better. And I think that's just the the the model's just not set up to reimburse on a value based world. I think everyone's agreed that that's the path we need to get there.

Impact of Reimbursement Models

Medicare is kind of the lead horse in that in that race, and I'm putting rules out there that that basically reimburse at that level. Commercial payers are starting to get there. But, between member attrition or and and, basically, you know, reimbursement models as they exist today in terms of covering the current utilization and cost packages, which we could certainly debate later, as as caused a lot of headwinds for the value based care market.

Financial Challenges in Healthcare

Health care hasn't fixed itself as that sixteenth reason we saw detriments in cash over twenty one and twenty two as we're looking twenty three.

Probably had a level year. If I had to guess, I'm certainly could look at that. This booklet, talked through some of those, but most had about a fifteen percent, level in cash depletion, from twenty one to twenty two. And and, you could see S and P and Fitch over there on the right.

The the change event, certainly probably dropped this down a few more days, if I had to guess, in in in February and March and and and some parts of the country in April of twenty twenty four, just in terms of cash being stuck if they had tight exclusive arrangements with some payers.

I've talked to hospitals that have less than a hundred days cash on hand like Doyle's down there. You start getting into that forty fifty range. That's when payroll and some of your other kind of liabilities start to come into play, and that gets very scary. And so, days cash is something you're gonna hear more and more about. You're gonna wanna see growth in that area as we're moving at something the rating agencies look very close at too in terms of understanding the fragility of an organization.

Financial Fragility and Negotiating Power

They don't have a lot of negotiating power either to kinda fix that. On the expense side, labor and supplies are relatively fixed. You saw that some of the earlier slides I showed you. And then on their payer mix, I I've mentioned that between the government and the commercial side, that's that's most of the pie.

And then you've got, you know, or I'm sorry, government self pay represents most of the pie. Commercial's only, you know, twenty five percent. You can't keep going back, I think, to these private payers and saying, I need more money. I need more money.

Strategies for Financial Sustainability

They've heard it.

And, and and it's also not gonna effectuate a lot of it of of of of your mix. So it's gonna come down to other things, operating more efficiently, automating.

I would argue holding accountable to the to the payments that you're getting today, and and trying to effectuate that versus getting a higher, you know, rate other than something that's, you know, closely aligned to CPI or consumer price index, those things and inflation.

But but asking for for rates, you know, above that, it's gonna be extremely tenable and difficult, you know, over the next few years, and and it's a very small part of your mix, I would argue, these years.

Importance of Patient Engagement

The seventeenth reason to rethink revenue management really surrounds engaging patients, and these three tenets really, resonate with me in terms of these conversations need to be transparent.

There there needs to not be any hidden information. I've heard from many organizations that they can't provide an estimate or they're they're hesitant to or they don't wanna post their charge master because it's really difficult to predo this ahead of time. It is for some things, but not everything. And I think it's important to meet the patient as a payer. They are a consumer.

Health care is one of the weird industries where nobody knows what things cost, and they they can't effectuate that. And I would argue that you actually can, and you could probably do that on a large proportion of your business, and you probably could follow an eighty twenty rule and get pretty damn close to being being where you need it. It needs to be meaningful too. You know, this is your coverage.

These are your costs. These are your choices. What would you like to do? I don't think we're having a a lot of collaborative conversations with patients as consumers these days.

It's kinda dictated towards them. And then when it comes time for payment, how frictionless is it? And are you sending out electronic statements?

Is there interaction there? Are you relying on a customer service center to answer those calls and questions? Or are you, you know, putting things out there that help educate your community and your patients about their bills? And are you providing tailored payment options for your population to where they understand what their bills are and how they could pay them over time?

Consumerism is absolutely impacting health care. Eighty percent of patients have researched their health care costs. I remember when that number was thirty percent. It's going up dramatically.

Impact of Consumerism on Healthcare

Half of patients gangs still don't understand their bill. I I find that number very troubling. And, I I think that's just a function of how complex the system is, but it really make the bill as understandable as when you go shopping in a in a store, in a Costco, or a a a a, a Sam's Club or when you're shopping a vehicle, they all have a sticker there. And I think we can create more stickers, and and try to make them as simple as we can and understand that they are estimates and they are ranges, but folks need to understand those things and try to simplify them.

And I applaud those organizations that have combined their professional and hospital and specialty billing into one statement and have have collaborated too with the payer in some cases, to kinda pre adjudicate those things and have advanced EOBs, if you will. I think there's a lot of, potential there. And then this is my favorite part. You know, patients want to pay you, the majority of sixty five percent, but they are confused and somewhat scared, and I would argue uninformed about how and why these amounts are where they're at and and what mechanisms they could do to look at them and and and actually be part of that process.

Patient Financial Experience and Engagement

It's very, very important to ensure that patient financial experiences pair is, you know, pivotal pivotal pivotal pivotal. Sorry. And and and really a priority at your organization in terms of the tip of the spear in terms of what's happening with your population. The patients are the new payer.

I I I think there's a lot more power with patients than people are giving them credit to, and they're gonna vote with their legs, as they go.

Digital Transformation in Healthcare

As we look at the other elements of care and where we're at, health care is behind digitally, as this graph has shown, and and, they, have seen, you know, different levels. And health care is there in that bottom bank, in terms of just usage and where they're at. The study comes from McKinsey.

Collaboration's a huge point with health care right now as well. FinCryde is very proud to kinda get these seventeen transactions put together where you're playing tennis with a pair these days where imagine a clearing house where this information was all in one, and you're able to see it then. These workflows absolutely can be automated in revenue cycle. It's the nineteenth reason for rethinking revenue management.

Revenue Cycle Automation

This is just a laundry list of bots from a robotic process automation standpoint that allow some savings that are pretty significant on the FTE and cost side, in terms of generating revenue across several use cases. And then finally, a platform. I've talked about that, but, you know, do you have this hub and spoke model at your organization of twenty to thirty, you know, software entities, or do you have a platform that allows you to manage those things longitudinally to where you have end to end analytics and develop insights across that longitudinal claim and where you're supplementing the EMR in terms of what needs to happen from a management standpoint for your revenue so you could truly rethink that.

Revenue Impact

And this is what it can look like. This is what types of things can happen to drive revenue from bottom quartile performance to upper quartile performance. And you could see double digit million dollar impacts when you start leveraging people process and technology in a focused way that meet some of those tenets of rethinking revenue management across those twenty points that I mentioned earlier.

Closing Remarks

Jonathan Wick, VP of health insights. Happy to talk through more of these. You know, click on that, QR code down there. Zip me an email. I'll ship you a booklet as well. I hope you have a great rest of your day, and thanks for tuning in.