How Access Healthcare stabilized a fast-growing outpatient provider's revenue cycle
The challenge
A fast-growing independent outpatient provider had a good problem hiding a hard one. Demand climbed quarter over quarter, but a revenue cycle built for a smaller organization couldn’t keep pace. Eligibility checks slipped. Front-end rejections piled up. Claims aged. Accounts receivable stretched past 52 days, and 28 percent of outstanding claims sat in the 120-plus day bucket, the range where collectible dollars quietly turn into write-offs. The billing team worked hard and fell behind anyway, and every unpaid claim pulled resources away from patient care.
The solution
Access Healthcare did not lead with a platform. We led with people who know where a revenue cycle breaks. Specialized staff took over eligibility verification and caught coverage problems before they turned into denials. We reorganized the billing team around skill sets instead of general queues, built a working knowledge base for the denial categories driving the backlog, and trained clinicians and RCM leaders on the coding standards and payer rules behind the most common rejections. A structured follow-up workflow put every submitted claim on a clock, with immediate action on anything unresolved past 21 days. Appeals moved into a standardized, tracked process inside the client's existing software.
Once operations were stable, we made them durable. Access Healthcare helped the provider adopt Six Sigma DMAIC so the gains held as volume kept climbing, then layered automation into the workflows the team had already straightened out. Technology accelerated a working process instead of papering over a broken one.
The results
The backlog cleared fast. Eligibility verification climbed from 80 to 95 percent, cutting denials at the source. The billing backlog dropped from more than eight days to under one. Days in AR fell from 52 to 30, and the share of claims stuck past 120 days was nearly halved, from 28 to 15 percent. Revenue per encounter rose, monthly collections grew from $5.1 million to $5.4 million, and the provider got back the thing worth the most: room to focus on patients instead of paperwork.
The bottom line
The provider now runs a revenue cycle built for the scale it reached, with a partner who met it where it was and helped it grow toward where it wanted to be. Expertise-led and technology-enabled, in practice: stability first, then the tools to keep it.