Coding bottlenecks were creating vulnerability: Having a single coding resource employee, supported by two QA staff, created vulnerability in the billing and AR process because when that coder was unavailable, backlogs developed, and the revenue cycle process was affected.

Money was being left on the table: With 50% of patient volume coming from replacement plans, each with their authorization requirements and billing rules that changed quarterly, claims were frequently being written off — leaving revenue on the table.

There were competency and bandwidth constraints: Instead of being able to focus on cultivating hospital partnerships and improving patient care, leadership was often stuck managing coding challenges, billing complexities, and regulatory updates.