A fast-growing diagnostics company built its name on a single breakthrough test, an at-home screening tool that changed how a common cancer gets caught early. The science worked. The growth followed. And then the back office had to catch up.
Patient volumes climbed. Service lines expanded. The revenue cycle team, built for a smaller company, hit a ceiling. Backlogs grew faster than staff could clear them, and every day of delay meant slower cash and more risk sitting on the books.
That's the point where most companies either throw headcount at the problem or quietly accept the backlog as the cost of growth. This company chose a third option: bring in an outsourcing partner built for scale, and fix the operating model, not just the headcount gap.
Three weeks to a working system
Access Healthcare began work by mapping the actual bottlenecks: where orders stalled, where claims sat, and where staff capacity ran out first. From that diagnosis came a rollout built in three weeks, which combined:
Rapid staff recruitment and onboarding
Automated workflow design
Six Sigma-inspired quality audits
Real-time, collaborative performance monitoring
The first real test arrived quickly during the holiday season, when order volume spikes and staffing thins out everywhere in healthcare. The Access Healthcare team cleared an additional 90,000 backlogged orders during the Holidays; the kind of result that turns a pilot into a partnership.
From overflow support to a permanent part of the model
A tactical fix doesn't usually become a strategic relationship. This one did. After the initial results, the client expanded the engagement into mid-cycle revenue cycle functions: order quality and validation, patient data review, and billing readiness and follow-up.
Operating in a competitive tech labor market made the calculation simple: a blended-shore RCM model gave the company capacity it couldn't hire its way into fast enough, without the long ramp-up of building an internal team from scratch.
The numbers behind the turnaround
Insurance verification volume dropped from 55,000 to 18,000
Daily A/R follow-up queues fell from 26,000 to 15,000
Denial inventory across major commercial payers shrank from 9,000 to 1,500
Insurance verification lag time dropped from 30 days to two
A focused special project processed 6,000 claims in five days, driving $2 million in collections
All of this happened inside the client's existing Epic environment. No rip-and-replace, no migration risk: just deep platform expertise applied to the workflows already in place.
Where it stands today
More than 330 Access Healthcare professionals now support this client across the revenue cycle. The work has shifted from clearing backlogs to building a model that holds up under continued growth: automating manual steps, accelerating billing cycles, and improving reporting accuracy and visibility.
The company has since grown from an entrepreneurial diagnostics lab into a publicly traded healthcare leader. Its revenue cycle had to make that same jump, from a function built to survive growth, to one built to support it. That's the difference between treating a backlog as an emergency and treating it as a signal that the operating model needs to change before the next breakthrough arrives.