Financial performance
Follow the work. Understand the numbers.
Which numbers explain what is happening?
Charges, collections, receivables and profit answer different questions. We agree on definitions, reconcile reports to available source records and examine the underlying workflows, then prioritize the questions your team can act on.
Revenue-cycle handoffs
Trace enrollment, authorization, documentation, billing and payment follow-up. Identify delays and unresolved items across the practice, billing staff and outside vendors, with clear ownership for each handoff.
Collections & receivables
Review collections, denials, aging balances and follow-up over an agreed period. Keep realized collections separate from potential recoveries and estimates, and identify limitations in incomplete records.
Payer contracts & service economics
Compare available rates, relevant benchmarks, case mix and service costs. Identify questions for payer review, involving qualified specialists for coding, contract interpretation and negotiation support where needed.
Reporting for decisions
Connect clinical activity, financial statements and billing measures in a consistent management view. Define access by role and link findings to supporting detail so leaders can investigate changes.
Illustrative photograph; not Premier staff or client records.
The work leads
to a decision.
Possible written outputs, subject to the final scope and proposal:
- A performance review with source records, definitions, data limits and open questions identified.
- Prioritized revenue-cycle, reporting and payer-review opportunities with supporting evidence.
- An action plan with follow-up responsibilities and measures for evaluating changes.
Technology implementation may bring agreed reporting inputs into a management view, with source detail and definitions kept visible. Ali leads the operating work and a technology partner supports the systems and data work defined in the proposal.
The written proposal defines scope, fee and timing. Clinical decisions remain with your leadership; specialist responsibilities are agreed separately.
Talk with Ali ↗See an illustrative example →Do we need to replace our billing company?
The evaluation starts with your current arrangement. We examine responsibilities, reporting and handoffs before discussing process changes, additional support or a different approach.
Can you work with the reports we already have?
Yes. Available financial, scheduling and billing reports are the starting point. Their completeness determines which questions we can answer and where more information or specialist analysis is needed.
Will the review estimate an opportunity’s value?
Where evidence supports an estimate, we state the assumptions and dependencies. Potential collections, cost changes and additional capacity remain separate from realized results. Your practice decides which opportunities to pursue.