Capabilities
What we actually do
Three areas, and they overlap more than the headings suggest. All three rest on the same thing: knowing how the record system is actually built, not just how the revenue reports summarize it.
Revenue cycle assessment
The work begins with finding out what is true, which is harder than it sounds when the answer lives in four systems that disagree.
Record system configuration
Reading the build itself: charge triggers, order sets, documentation templates, and interface behavior. A decade of implementing these systems means the assessment starts from how the thing works, not from a vendor's description of how it should.
Charge capture and coding
Tracing services that were delivered but never billed. Charge description master review, pricing accuracy, coding accuracy, and the gap between what the record system can produce and what the charge master expects.
Claims and denials
Denial patterns by payer and by cause, rework cost, and which denials are worth appealing. Distinguishing the denials caused upstream at registration from the ones caused in coding.
Data and analytics strategy
A metric nobody trusts is worse than no metric, because someone will still make a decision with it.
Metric and KPI design
Defining measures against published industry standards, then checking whether the source data can actually produce them. The second half is where most KPI programs quietly fail.
Data product scoping
Field-level mapping, gap analysis between the reporting layer and the live system, and written specifications a data team can build against without guessing at intent.
Program governance
Good analysis dies without somewhere to land. Governance is the part that decides whether anything happens next.
Working groups and charters
Standing up cross-functional groups with named owners, real decision rights, and a charter that says what the group can decide without asking. Facilitation through the first several cycles until it runs without us.
Decision papers and briefings
Written products for senior leadership: options, cost, risk, and a recommendation. Executive summaries, business case analysis, and the supporting detail that survives a hard question in the room.
Not sure which one you need?
That is a normal place to start. Describe the symptom and we will tell you what it usually means.
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