Menu
For a Free Consultation Call Now (844) MD ADVISOR

Case Studies
Centers of Excellence

Revenue Cycle Performance Improvement

The Problem

Despite being financially successful, a ten (10) physician orthopaedic practice was leaving millions of dollars in accounts receivable uncollected every year. Upon completion of a preliminary practice assessment, it was determined that the practice was writing off in excess of $2 million dollars a year as a result of a failure to appeal denied claims, meet timely filing deadlines, and improper submission of claims. More t

Read More

Clinical Performance

The Problem

A pediatric group practice with approx. 70,000 annual patient visits was experiencing below normal productivity and revenue collections, poor teamwork and unsatisfactory patient satisfaction scores after the acquisition of (2) other group practices. Over 55% of the patients audited at the front desk had outstanding balances that were not being collected, non-covered services were not being collected in a routine manner, a

Read More

Strategic Planning

The Problem

A large medical group practice experienced five straight years of significant losses in profitability after it was acquired by a local health system. The practice's overhead was approximately 80%, it was taking an average of 189 days to collect a claim and more than 45% of the dollars outstanding were at least 120 days past due. In addition, the practice had extremely high turnover as a result of no teamwork, lack of acco

Read More

Practice Reorganization / Sale

The Problem

The sole shareholder of an ENT group practice desired to sell his ownership stake to several of his employed physicians within the group practice. After a practice assessment, MDmanagement advised our client that the practice - in its current state - was not worth the desired sale price. The overhead was approximately 83%, the collection of patient and insurance accou

Read More

Interim Management

The Problem

A private plastic surgery group practice, equipped with (2) two office-based surgical suites, had been operating at a loss for three consecutive years despite having been purchased by a local hospital as an established, profitable enterprise. The office-based surgical suites were less than 50% utilized and the provider schedules were underutilized at all (3) three office locations. Additionally, the physician shareholders h

Read More
Menu Title