The Hospital Finance Podcast

Besler Holdings

If you’re concerned about revenue at your hospital, then The Hospital Finance podcast is your go-to source for information and insights that can help you protect and enhance the revenue your hospital has earned. From regulatory changes to revenue cycle optimization, readmissions to bundled payments, you’ll get important perspectives, news and strategies from leading experts in healthcare finance. For show notes and additional resources from Besler Holdings, visit https://www.besler.holdings/podcasts.

  1. 3D AGO

    The Role of Remote Work in Healthcare and Its Impact on Patient Care

    In this episode, Chris McShanag, Founder and CEO of Virtual Teammate, discusses the role of remote work in healthcare and its impact on patient care. Highlights of this episode include: What operational intelligence is How it changes the way hospitals function day-to-day How AI can be applied in hospitals Examples where operational improvements directly impacted patient care Kelly Wisness: Hi, this is Kelly Wisness. Welcome back to the award-winning Hospital Finance Podcast.  We’re pleased to welcome Chris McShanag. Chris is the founder and CEO of Virtual Teammate, which has helped more than 2,500 talented virtual professionals find their place in organizations worldwide, supporting over 600 clients along the way. His mission is simple but bold to reshape the virtual assistant industry by creating an experience that feels seamless, supportive, and genuinely valuable for both clients and assistants. At Virtual Teammate, culture comes first. Chris makes sure every assistant blends effortlessly into client teams, delivering immediate impact and dependable support. Many of these professionals are registered nurses and HIPAA certified, a testament to the company’s dedication to excellence in healthcare and beyond. Chris is passionate about building real relationships. His drive to help clients succeed and streamline operations is setting fresh standards in the world of virtual staffing. In this episode, we’re discussing the role of remote work in healthcare and its impact on patient care. Welcome, and thank you for joining us, Chris. Chris McShanag: Thank you, Kelly. It’s a pleasure to spend some time with you today and excited to kind of share some important information about this topic and ever-evolving capabilities it provides for healthcare providers to really buy back their time. Kelly: Great. Well, let’s go ahead and jump in. So, what shifted in the industry that made remote work not just possible, but necessary? Chris: Well, what’s really shifted really in the last 10 years, we’ve gone from a workforce that 5% of the time was remote to well over 50%. And of course, we had a bump through COVID, but what we realized very quickly, particularly in the healthcare space, is there’s so many tasks that don’t involve touching a patient that can really be leveraged at a better pace and a better capacity and the right resources. And so, what we focus on at Virtual Teammate is really helping our customers and our clients and the clinic owners focus on the highest and best use of their time, which is patient care, and really delegating those tasks that don’t require their technical expertise or the technical expertise and capability of those in the office. And so, for us, it’s really been a game changer to have healthcare providers catch up with the insurance industry that for the longest period of time has been leveraging remote team members to really support their ongoing operations. Kelly: Yeah, I know remote work is just so prevalent right now in healthcare and in other industries. Which healthcare roles are truly optimized for remote work, like medical scribes, billers, or admin support, and why? Chris: Really, I mean, they’re optimized because they’re very much consistent, what I would like to refer to as kind of rinse, repeat the same process, the same task over and over. And that’s where our team accelerates is, as you mentioned, 80 to 90 percent of our folks are RNs healthcare trained. They’re all HIPAA certified, and a lot of them have come from the insurance industry. And so they have that deep experience from insurance verification, eligibility, precerts, billing claims. And so really, it’s about buying the clinics’ time back of the providers, but also getting reimbursed in a timely fashion for the work they do, and I know that’s what your company specializes in as well. And that’s where we really come alongside to support that and be intentional to really optimize the workflows for our clinics. And we leverage technology to really support that. So, it’s not just about a person or virtual assistants, a virtual assistant that’s enabled by technology to really improve and optimize the productivity. And because of that, we can confidently say that our team is about 47% more productive than having somebody in the office and allows for, yeah, exceptional revenue growth. Kelly: Wow, no, that makes a lot of sense. So, I know some practice owners worried that remote staff might reduce the quality of care. What would you say to those who fear that outsourcing admin work affects the patient experience? Chris: I would really challenge them to think about the patient experience starts when they come to the office, right? But it starts well before that. It’s when they interact with somebody. So many of my doctors and clients will say, “I love you, doctor, but I can never get in touch with you.” And so, by leveraging our teammates handling phone calls, handling scheduling, that really starts to enhance that patient experience well before they come in to the clinic. And so being able to connect with your doctor, being able to interact with them, that’s where our team takes a lot of that administrative support, phone calls, scheduling, off the doctor’s hands and those in the office so they can enhance the patient experience when they’re in front of them. And they can enhance that experience of feeling like they’re being heard and they’re connected and they have the necessary information, thereby allowing the doctors to spend more time with their patients. And what’s driven a lot of this is reimbursement has really declined, but costs have grown. And so, our team can really allow that opportunity for doctors to be intentionally spending time with their patients, particularly on the medical scribe side, where we’re real-time updating documentation while the doctor is spending time with the patient, instead of spending time in front of a computer. Kelly: No, definitely. So how does removing administrative burden from doctors and clinicians directly impact patient outcomes and satisfaction? Chris: So, I mean, I think it buys back their time. So, they spend more time doing what they do best and are educated to do is interact with the patient, get to understand the patient’s needs, where their struggles are, and really be able to respond in an empathetic manner, where they’re not overburdened. And we’re seeing such a burnout in the healthcare industry of doctors, dentists, veterinary folks really burning out because they’re spending the majority of their time, whether during the office hours or after hours, doing unnecessary paperwork that’s not the best for them. And then that has direct impact on the customer satisfaction in regards to their mood and how they feel and how they present themselves to work. And then, of course, the outcomes, they’re not getting that one-on-one interaction with the doctor because the doctor’s too distracted by making sure they update the notes, making sure they do all that information, or they’re following up on billing and things like that. And it also improves the satisfaction outcomes by streamlining the scheduling process and making sure that your patients can get in touch with the doctor’s office and get the care that they need and deserve. Kelly: No, I love that. It’s so important to keep those doctors focused on what they really should be spending their time on. So, Chris, what measurable improvements have you seen in practices that embraced remote healthcare support, financially, operationally, or clinically? Chris: So financially, and really clinically, on the financial side, we’ve seen huge bumps. And so a number of our clients have reported 40-50% increase in the number of claims and precerts that can get completed in a day, thereby really accelerating their reimbursement. And so being paid for the services. If you think about it, healthcare is one of the only industry that extends credit with the hope of payment, right? We deliver the services, but we don’t get paid at that exact time for the services. We have to go kind of chase that down. And so, for us, it’s really about enhancing that experience so the doctors can get the money that they’re paid or owed. Follow up with the insurance company, work through denials, and really reduce the AR days, which is such a burden for practices because they’re incurring all this cost with the hope of payment down the line. And so, for me, I’m really passionate about the little bit I can do to give back to doctors so they feel like they’re getting compensated for the work they’re doing, but also not spending all their time on paperwork, but being able to really invest in nurturing the relationships with their patients. Kelly: No, I love that so much. Chris, looking ahead, 5 to 10 years, do you see remote staffing becoming the norm in private practices? And what happens to clinics that resist this shift? Chris: Yeah, I definitely do see this continually being embraced because, on the provider side, we’re probably 5 to 10 years behind the insurance companies and other areas. I really see it embraced because, as we move more to technology and more to kind of some of these online visits, particularly we’re seeing a lot of growth in the behavioral health, mental health space with our clients. I think that’s definitely the trend is going to continue. But I think on top of that is not just having remote team members. It’s having remote team members like what we’ve put in place with Virtual Teammate, because the focus of Virtual Teammate isn’t just giving you an assistant. It’s a teammate. And because the definition of a team is a group of individuals that’s working together to a common goal. And our teams have changed. As I mentioned previousl

    15 min
  2. MAR 25

    AHLA 2026 Recap

    In this episode, Kristin DeGroat, Besler Holding’s Chief Legal Officer, provides us with a recap from the recent AHLA event in Baltimore. Highlights of this episode include: How attendance was this year Reimbursement-related content Medicare Advantage changes Kelly Wisness: Hi, this is Kelly Wisness. Welcome back to the award-winning Hospital Finance Podcast.  We’re pleased to welcome back Kristin DeGroat, Besler Holding’s Chief Legal Officer. In this episode, Kristin will provide us with a recap from the recent AHLA event in Baltimore. Welcome back, and thank you for joining us, Kristin. Kristin DeGroat: Well, thank you for having me. Kelly: Well, let’s go ahead and jump in. So how was attendance this year at the recent AHLA Institute on Medicare and Medicaid payment issues event in Baltimore? Kristin: I think it was well attended. Last year, we weren’t able to hear from the Centers for Medicare and Medicaid Services or the Department of Health and Human Services, as they were unable to attend. However, this year they attended. I thought the attendance in terms of providers as well as government, and of course, the lawyers, but the consulting firms as well, I thought the attendance was great. Kelly: That’s always a good thing to have everybody there. So, I know you’ve attended this event for more than 20 years now. How does this year’s AHLA event stack up to previous years’ events, you know, especially in regards to content? Kristin: The content they provided was very helpful, especially in terms of reimbursement-related issues. And the speakers were amazing. We had the Office of General Counsel, the Office of the Inspector General, and, CMS all speak. And in fact, they were all female leaders. Beth Kelly, in particular, who’s the Deputy General Counsel in the Office of OGC, who also serves as the Chief Legal Officer, she said that the U.S. spends $4 trillion. That’s T, trillion, a year on healthcare. Kelly: Wow. Kristin: Yes, that’s the entire GDP of some countries. And by far, the U.S., the government spends more money on healthcare than it does in anything else. But I think we’ve seen that too. What we spend as individuals and for our family on healthcare is by far the largest spend as well. So, there is so much money flowing through this and so much going on with it because you need healthcare. And it’s just amazing. I didn’t realize that it was that much of an impact. So, I think that really set the tone and put things in perspective, because a lot of what was talked about was dealing with deciphering dollars and how the payment system works and the decrease in payments. Even though there’s a lot of spend, there’s a lot of issues for providers in the provider community that really impacts how they deliver that healthcare. And I think that focus kind of set the tone for how the content impacted me. As I attended the sessions, I really kept kind of that focus about this is a lot. And how we as consultants and even me as a lawyer in the industry can shape and mold the future of how that healthcare is delivered is what this conference brings to fruition every year. Kelly: Wow. I mean, it does sound like it was pretty impressive, and I love that there were so many female speakers there. This conference, like you said, it offers a lot of sessions and content impacting both reimbursement and revenue cycle. So, what sessions did you attend? Kristin: So, I focused on the reimbursement sessions, but being a lawyer, I also focused on the legal side of it. So, there’s some topics in fraud and abuse. There’s legal ethics and the use of AI. Of course, this conference wasn’t solely focused on the use of AI, but there was a lot of discussion about AI and how it can shape the future of healthcare, and maybe next year at this conference, there will be more on AI. But overall, the topics really were, I think, geared, again, as I mentioned, more towards the payment side of healthcare and the cost of that delivery. Kelly: Right. And I think it’s a guarantee there’ll be more on AI next year, right? Kristin: I would think so. Kelly: Yeah. AI sessions and all the marketing sessions I attend are lately too. So yeah, I think it’s here to stay for a while. Kristin: It is. It is. And from my perspective, and this wasn’t really talked about there, because it’s not really a conference on cybersecurity and data-driven. But my thought, and I mentioned this while I was there, to the AHLA members or the leadership. I mentioned that really, the focus, I think– I understand with AI and molding it to deliver healthcare, but my thought is, especially again, being a lawyer, is that the AI and the data, the PHI that is required to deliver the healthcare, you have to have– again, it’s all about your insurance, right, and purchasing your healthcare. So, your date of birth, your healthcare ID, all of that. And I said, really, what we should also be looking at is AI and its uses in cybersecurity and protecting the data and reducing those costs to the hospitals for, again, delivering that care. So, I do think we’ll see a lot of that, or maybe that should be a topic for next year. Kelly: Right, yeah. Sounds like it. So, I know we’ve talked a lot about content already here, Kristen, but can you tell us about some of the things you heard at the conference from speakers and/or your peers? Kristin: So, a lot of what we heard about were the changes coming for Medicare Advantage. So, I would say the biggest topic was around Medicare Advantage providers and, of course, the beneficiaries. Because it is a Medicare and Medicaid conference, the focus is more on Medicare, but those supplemental payments that do flow in as well from Medicaid for helping with the delivery of healthcare. But again, I do think it’s the Medicare advantage and how that is shaping the future of, especially, Medicare enrollees. Kelly: Yeah, definitely. So, Kristin, what makes this one of the few conferences that you attend every year? What keeps you coming back? Kristin: Partially, it’s the amount of continuing education I get for it, but it’s good content. Something I look forward to and want to listen to. The topics are very relevant to what I do, as well as what Besler Holdings does and what our clients– the topics that they need to know about. Kelly: Right. Makes total sense. Well, thank you so much for joining us, Kristen, and for giving us this recap of the recent AHLA event. We really appreciate it. Kristin: Well, I appreciate you as well. Looking forward to next year already. Kelly: Awesome. And thank you all for joining us for this episode of The Hospital Finance Podcast. Until next time… [music] This concludes today’s episode of The Hospital Finance Podcast. For show notes and additional resources to help you protect and enhance revenue at your hospital, visit besler.holdings/podcasts. The Hospital Finance Podcast is a production of Besler Holdings. If you have a topic that you’d like us to discuss on The Hospital Finance Podcast or if you’d like to be a guest, drop us a line at contact@besler.holdings. The post AHLA 2026 Recap [PODCAST] appeared first on Besler Holdings.

    9 min
  3. MAR 18

    The Hidden Cost of Hospital Inefficiency

    In this episode, Sam Yeruva, Founder and CEO of Pycube, Inc., discuses the hidden cost of hospital inefficiency. Highlights of this episode include: What operational intelligence is How it changes the way hospitals function day-to-day How AI can be applied in hospitals Examples where operational improvements directly impacted patient care Kelly Wisness: Hi, this is Kelly Wisness. Welcome back to the award-winning Hospital Finance Podcast.  We’re pleased to welcome Sam Yeruva. Sam is the founder and CEO of Pycube, Inc., a company transforming the way hospitals operate behind the scenes. With a background in electrical and computer engineering and training from Harvard Business School, his decade working inside hospitals revealed a systemic problem. While clinical care is world-class, operations are often unpredictable. Motivated by a personal experience where critical biopsy samples were lost for 10 days, Sam launched Pycube to bring true operational intelligence to healthcare. Today, Pycube helps hospitals track assets and supplies in real time, saving caregivers hours and unlocking millions in recovered efficiency. In this episode, we’re discussing the hidden cost of hospital inefficiency. Welcome, and thank you for joining us, Sam. Sam Yeruva: Well, thank you, Kelly. Thanks for having me. Kelly: All right. Well, let’s go ahead and jump in. So, what is operational intelligence, and how does it change the way hospitals function day-to-day? Sam: Well, operational efficiency is a day-to-day operations that hospitals have. They’re like a well-oiled machine that actually runs millions of people who come in and get into the hospital. I call hospitals as nothing but– some people call them mechanic shops, which they actually– if you look at a repair shop where you take your cars, they actually make them better and send them back. The same way we all get sick and we go there and get taken care of, and then they fix us and they send us back into the productivity mode. I was talking to some doctors and they call it expensive hotel rooms. They’re providing a specific service. It’s just they’re full all the time, but they’re very complicated, run by very smart people, and they save our lives. So, it’s a well-oiled machine. It has a lot of components to it. There are very complicated things that they do to save our things. While doing that, they have to work with different disciplines to make sure that a particular patient is taken care of. While doing that, they have a lot of inefficiencies that pop up. It’s a process thing, right? People with good intentions come together who are well-trained in certain things. They do the job as well as they can. But you and I both know that recently the new technologies have come in. Now we are actually writing– when you go in patient registration, you have an iPad where you’re actually putting the information in. But when you go inside the hospital, there are a lot of places where there are still manual processes, they’re writing it on paper. There are good people, good nurses, and good people working in the health systems. They are doing the best they can to make sure they cater the patients. But what happens is things get lost. Things don’t appear. [laughter] It’s chaos inside that machine, and that is what we’re trying to fix to make sure it’s clean, it’s neat, the process flows are known so that the patient is taken care of properly in that area. So that affects us, you, me, and everyone who’s going into hospitals, and that’s what we are trying to fix. Kelly: That’s a great goal. I most definitely agree with all that. So how can AI be applied in hospitals in a way that is practical, safe, and measurable, not just hype? Sam: Well, [laughter] yeah, I’m very bullish about AI, and that’s a very good question that you asked. How do we do that? That’s a quick question. I was talking to one of the CFOs of a big health system and he would call me, and said, “Sam, is it true that I will have to change all my processes to make sure AI works in my environment?” I’m like, “No, no, no. AI should be used as a layer on top of what we’re doing. It should help us do things better. It should not change the way we are doing things drastically, but they should definitely help us do things better.” So, it’s a challenge to actually put AI in everywhere because it’s a common folklore right now that people think that, “Hey, this is not working. Maybe I’ll throw AI at it. Let’s see if it works.” No, it doesn’t work that way. I always go with a statement saying, “AI without PI is not going to work out.” Artificial intelligence is not working out– it will not work out without your practical intelligence. If you can’t fix it, if you don’t know how to fix it, then you can’t tell artificial intelligence to fix it for you, because it might give you something that you don’t like. So, there are definitely different ways. So, I think, first, there are different ways of implementing AI. The first, you have to understand, what is happening in the environment? What is going to happen in a particular workflow? A patient who’s giving you the sample, the sample is taken to the lab, which might be in that hospital or the hospital next door, or a couple of miles away. It’s been diagnosed, and then the report is given back to the provider, or in this case, the doctor. The doctor reviews it and gives you right diagnosis. In this entire process, there are many parameters that can go wrong, and you could be misdiagnosed or mistreated. So how do you ensure these things? If this is tightly coupled and if it’s tightly maintained, the data, if you’re collecting it, then you’re able to apply AI to make it better. But if anything in this entire thing is not properly working, then applying AI might give you wrong information. Garbage in, garbage out. So, it’s very important for you to have a digitized workflow which is properly maintained so that you can apply AI in a proper way and you can have a measurable outcome significantly improving the entire workflow efficiency and helping patients and helping providers to take care of their patients. Kelly: No, I love that. And I actually took down– when you said PI, the practical intelligence, I really loved when you said that. So, Sam, can you share a real example where operational improvements directly impacted patient care or reduced burnout? Sam: Oh, yes. So, I’ll give you an example in one of the hospitals, that healthcare we were actually working on. So, I’ll give you anecdotal– I shouldn’t say anecdotal, but without naming names here. One of the health systems where we are working, we showed them our tools where– it’s a big health system. It’s a big hospital that we’re working at. About a 700-bed hospital when they’re coming in. What happens is they collected the sample from one of the patients in the OR room, operating room, when they collected some samples. Millions of samples, thousands of samples that are collected every day, and one of the hospitals was actually doing the same thing. So, whenever you collect a urine sample or a blood sample, they’re supposed to go– based on their diagnosis or what they’re supposed to do, they’re supposed to go to A-lab, any lab, cyto lab, or a molecular lab, etc. It’s a clinical sample. And whenever you have a cancerous or a tumorous sample that they actually have a procedure on you, by giving you anesthesia or collecting them, they actually have to go to certain labs. We were just standing there and the nurse comes in– not a nurse, but a person who actually picks it up. He put them in the wrong spot. He picked up a sample which was supposed to go to A-lab, he put it in a B-lab, and the B-lab, he put it in A-lab and wrote it down and signed off and left. We were just watching there [inaudible] and I could figure that out. I’m like, “Oh, God, this might be in the wrong space.” It happened. And next day when we went back, and I was curious, and I asked the nurse, “Did you notice that?” And she was like, “Wow, would that happen? I didn’t know that.” She went back and started looking at it, and she caught it. And she tells me that these kind of things do happen. It goes to the wrong place. They don’t know where it is. Well-intentioned, but they’re all stressed out. They’re in a hurry. They write it down in the wrong space. That was one of the things that intrigued me because the intention of the person was not to go wrong, but when they’re writing it down, putting in the wrong bin, it just got routed to a different place. I’ll give you an example. We were standing in an ER room as well, and there was a patient coming in, and the nurse was actually looking for the tools. There are different kinds of tools that are required to take care of a patient. They couldn’t find it. They were running around. They were actually calling people to see– “Go find me some tools. I don’t have it.” They’re called PAMs. They’re different kinds of tools that they use for this ER. They were not able to find it. So, we showed them how to actually go and look for using the right tools with our technology, and they found it in five minutes. And they were very thankful to us because normally it takes– in a chaotic environment, imagine it takes about three months. Imagine you’re losing keys in your house, if it’s a big house or in your office, and you’re not able to find it. That’s the kind of chaos they have. So, we provide some technologies around it, which immediately they can go back and look for them. Having these tools, having this right technology to improve the workflow in the hands of the clinicians definitely saves the day and improves efficiency. It reduces the stress that the people have while th

    14 min
  4. MAR 10

    Data Stewardship as a Risk Strategy--Protecting Revenue in a Transparent Healthcare Market

    In this episode, Konstantin Gorelik, HFMA Certified Healthcare Analytics and Operations Consultant, discusses how healthcare finance and revenue cycle leaders can use data stewardship and external benchmarking to proactively reduce compliance, reimbursement, and regulatory risk. Highlights of this episode include: What data stewardship means in the context of revenue cycle and compliance risk. How organizations think about the strategic value of internal and external data. What proactive monitoring looks like in practice. How strong data practices make a difference in a high-risk situation. How finance teams can use data to objectively evaluate issues. Practical steps toward building a more proactive, data-driven risk monitoring approach. Kelly Wisness: Hi, this is Kelly Wisness. Welcome back to the award-winning Hospital Finance Podcast.  We’re pleased to welcome Konstantin Gorelik. Konstantin is an HFMA certified healthcare analytics and operations consultant with over 10 years of experience advising hospitals and provider organizations on reimbursement strategy, compliance risk, and revenue cycle performance. He previously served as a managing consultant at BRG, where he led complex claims analysis, payor provider dispute engagements, regulatory assessments, and multi-hospital monitoring initiatives. Konstantin focuses on data stewardship as a strategic tool, helping healthcare leaders translate internal and public data into structured, proactive risk monitoring frameworks that protect revenue in an increasingly transparent and regulated healthcare market. In this episode, we discuss how healthcare finance and revenue cycle leaders can use data stewardship and external benchmarking to proactively reduce compliance, reimbursement, and regulatory risk. Welcome, and thank you for joining us, Konstantin. Konstantin Gorelik: Thanks so much, Kelly. It’s great to be here. Kelly: It’s great to have you. Well, let’s go ahead and jump in. So, when healthcare finance leaders hear data stewardship, it can sound abstract. So, what does it actually mean in the context of revenue cycle and compliance risk? Konstantin: That’s an excellent question, and it’s not the first time or the last time that I get that when I start pitching on what exactly the importance of all of this is. Data stewardship is synonymous in my mind and hopefully in the industry as well with intentional management of how data is collected, validated, stored, and used across the organization. So, to that light, it would allow you to connect your finance, compliance, your operations team, and even your clinical documentation team. It’s not just your IT and their analytics team anymore. In our day and age where everything is becoming more interconnected and interoperable and able to be assessed by not only yourselves internally, if you’re a hospital organization, but externally by any type of group that’s taking a look at you, it’s important to have strong stewardship. It ensures that your reports are defensible and not just informative because honestly, many times you’re going to want to get to the beef of why things are happening at an organization. Numbers work, but numbers also need to tell a good story. And poor stewardship office services during audits, litigation, investigations, which you touched upon when you introduced me, and that’s when it’s the most expensive to fix. A lot of organizations will balk at the fact that they might want to invest a little bit more than they probably should upfront. But then once one of those investigations does come down the line, it’s better that they have done this proactively. Kelly: Interesting. I really like what you said about intentional management of that. That was something I took down because it just kind of stuck with me. You talk about internal and external data. How should organizations think about the strategic value of each when it comes to mitigating financial and regulatory risk? Konstantin: So when you hear internal and external data, regardless of what type of organizational vertical you’re in within the healthcare space, so if you’re an RCM, if you are a hospital, if you’re a provider, if you’re a biller or a payer, internal data typically will mean what you have in-house and what you have at your fingertips. So that comes in to you and your organization based on your standard course of business. So hospitals have a little bit of a different flow than maybe a payer would, but the bread and butter of this for hospital finance leaders would be like your revenue cycle data, your claims analytics, all of your metrics that have to do with your dollars and your cents and your bed counts and all the utilization that you have there. It allows you, when you’re internally investigating, to contrast your claims and billing data with past trends and essentially live in a closed container. External data is everything that’s out there in today’s world that wasn’t something that was mainstream maybe 10, 15 years ago, but is now. That includes implementing CMS’s public data sets, which include cost report data. We now have transparency in coverage, which is the payer side of price transparency, which this administration has really flaunted as a way to get transparency for patients. You have hospital transparency data, which is the other side of that type of data, which is the hospitals posting their charges and how much things cost. And so you have these two juxtapositions of internal and external data, and risk emerges in the gap between your internal performance, which is that closed container of how am I doing this month? How am I doing this year? How many claims did I see this year versus last year? That internal performance, in comparison to external benchmarks is, like I just said, where the risk emerges because you might have a very good view of your own world and your own realm, but if you’re not conscious of everything around you and how you sit relative to peers in the market, you’ll end up in that risky pool, as I like to call it. And external data is particularly powerful for benchmarking, like I mentioned. So, figuring out where you sit as an organization, whether you’re a hospital, a provider, a smaller entity, a health center, whatever it is, versus peers in the market, whether that’s in your area or abroad, also helps you identify outliers. So, if you guys have some sort of– there’s so many outliers that I could probably name off. But for example, you’re identifying conditions that have higher complications than maybe others do in the market for the same one. Like your knee replacements for some reason are 10 times more likely to be complicated. Those are types of things that maybe internally you, as your organization, can contextualize and understand, but when an auditor or the government is looking at that, they’re going to have questions and those are going to come down the line for you. And when they start asking questions, you got to know how to defend yourself there. And the last piece that external data is very powerful for is, like I said, so it supports or defends your reimbursement position. So context is everything in today’s world, and data is amazing, and there’s so much of it, and it’s beautiful to be able to access all of it, but contextualizing it and marrying it up so that there’s a story to tell will be incredibly beneficial in the years to come as other organizations, namely the government, become more tech-savvy and more proactive with their monitoring and strategy into finding fraud, waste, and abuse. Kelly: That makes a lot of sense. Thank you for that explanation. Many organizations are still reactive, responding when an audit lawsuit or denial trend appears. What does proactive monitoring look like in practice? Konstantin: That’s a good question. So, to understand proactive monitoring, you have to also understand reactive monitoring, and reactive in the context of these investigations and things that I’ve been a part of are responding after your denials, for example. So, you have a way that you’ve been billing as an organization for five years, the policies change, you don’t change anything, and then all of your money is hung up in a denial pool. And then now you have to figure out, well, what’s going on here? That’s one way where the reaction comes in. You also have a whistleblower claim that could come in. So that’s your qui tams, for anyone listening who’s in the compliance side of hospital finance, as well as payer disputes that come in. So those are ones that we’ve seen publicly. I live in Massachusetts. We had a public article posted about a dispute between Blue Cross Blue Shield and UMass Memorial Hospital. And those disputes are something that could have been solved privately out of the view of the public if proactive monitoring took place, which sets me up nicely to tell you what proactive monitoring really is. So that involves routine monitoring of patterns that regulators and payers already analyze. So, I want to let that sink in for anyone listening here. Examples of that would be length-of-stay outliers, unusually high units or charges for certain services, services that frequently trigger outlier payments for anyone in the revenue cycle space. A lot of your contracts will be paid– or, sorry, excuse me, not a lot of your contracts, but generally, there are going to be contingencies in there where, if you have an outlier case, you get paid a certain different rate. We’re seeing in the market and over the past few years, at least in my work with other clients as well, that that triggering of an outlier payment is subject to review and analysis now by payers. So, you might be having your revenue held up because they’re doing that type of investigation these days. And to get

    23 min
  5. MAR 3

    The Shift in ACA Enrollment is Driving More High Deductible Health Plans

    In this episode, Tom Furr, CEO and Founder of PatientPay, discusses how the Shift in ACA enrollment is driving more high deductible health plans. Highlights of this episode include: How the reduction in ACA enrollment numbers are affecting out-of-pocket payments How should providers prepare for this change in coverage Long-term projections Kelly Wisness: Hi, this is Kelly Wisness. Welcome back to the award-winning Hospital Finance Podcast.  We’re pleased to welcome Tom Furr. Tom is the CEO and founder of PatientPay, the leading patient payments partner for acute, ambulatory, and specialty care organizations. Prior to founding Patient Pay, Tom was the CSO and COO and board member at MobileSmith Health. He was also a co-founder and president of Kinetics Inc., an early online commerce provider for small businesses with partners such as Wells Fargo, First Union, and Netscape. In this episode, we’re discussing the shift in ACA enrollment and how it’s driving more high-deductible health plans. Welcome, and thank you for joining us, Tom. Tom Furr: Hey, thanks for having me, Kelly. Kelly: All right, well, let’s go ahead and jump in today. So how is the reduction in ACA enrollment numbers affecting out-of-pocket payments for providers? Tom: Yeah, obviously, the Affordable Care Act was in the media a lot back in December. And so, it kind of got me thinking of, well, if these people leave the ACA, does that mean they’ll be uninsured, or do they move back to the employer insurance? And so, I started looking at the data out there and it’s quite interesting. It’s obviously, as of, I think, a week or so ago– and these are all numbers from Google Gemini. So, if they’ve changed, blame it on Google. But there was about 1.4 million people that had– or 1.2, 1.4 million that had left the ACA. And the ACA has kind of grouped within the private insurance market. And so, the private insurance market had been growing from ‘24 to ‘25. It was up about 1.4 million folks that were subscribing to insurance and are paying for insurance. And so, the question is, if they’re uninsured, there’s a different way to approach it if you’re a hospital or you’re an ambulatory group or what have you. If it’s insurance, what is that insurance going to look like? And so, what the numbers, the stats are looking at right now is, at least according to Google Gemini, so don’t blame me, the folks that are dropping off of the affordable moving over back to business insurance. Now, not all of them, obviously, but a vast majority of them. So, then the question is, okay, if all of these people are moving over to back to their employer-sponsored insurance plans, and are they all jumping into a fully high-end insurance plan? Is it a high-deductible plan? And because dealing with that versus uninsured, now you got to deal with claims and adjudication, and then you can only start billing at that point, or trying to do estimations on the front end of any services that are rendered. And it was the numbers…I found them very interesting, at least on the high-deductible plans that are out there. And in 2024, there was give or take 27 to 29% of covered lives were using a high-deductible plan. That number grew to 33% in 2025. So, it was up, call it, 4 or 5%. And the estimation is now with more people moving over to their employer-sponsored insurance, that the companies now are having to find a way to help control costs in healthcare. And right now, it’s estimated it’s going to grow at least 20% in 2026. So, you could have upwards of 40% of people in employer-sponsored health plans now using high-deductible plans. And the other interesting stat was that 59% of employers out there are trying to find ways to control costs, unfortunately. And this is one of the ways to do it. So, it has been kind of an eye-opening experience because PatientPay obviously helps medical groups, hospitals, other folks in healthcare collect more dollars. And if you’re doing it on an uninsured patient, you want to catch them before they come in, you want to offer discounts, you want to incent them to do it. But if they’re moving to high-deductible plans, there’s a different strategy more on the back end, some on the front end with estimation. So, we’ve been digging into the numbers, and it’s been, to be honest, really quite eye-opening compared to the narrative that was kind of given back in December of last year on the potential that could happen with the shift in the Affordable Care Act. A lot of numbers, so I’m sorry to bore you with all the stats and everything. Kelly: No, no, I mean, those are great numbers. I mean, it is very eye-opening. I have a high-deductible plan, so I can totally understand what you’re saying. But how should providers prepare for this change in coverage? Tom: Well, that’s the next thing is, as we know, deductibles are becoming more and more a larger part of the dollars that are paid to providers out there. And the individuals now as a standalone, the largest payer into the system of healthcare, assuming you look at individual versus UnitedHealthcare versus Blue Cross and so forth and so on. So, there are lots of areas that need to be addressed in healthcare that, to be honest with you, haven’t been because they didn’t need to, but it’s continuing to become a material part of healthcare. And there’s a couple things that are necessary when it comes to the patient. And one, front and center is clinical care, and to have the best clinical care is priority number one. But priority number two is having a good experience with this portion of it. And for younger folks out there, you see that they are very interested in being able to pay things easily, understand bills, all the different components of what they live in outside of healthcare, right? They are able to go to Shopify to buy stuff. They’re able to do Instagram and buy stuff. I mean, it’s just a part of their day in life that allows them to, if they want to buy something, they can buy it. They can buy it easily. They don’t have to get checks out or get paper statements in the mail. And so, it’s important that medical groups and hospitals allow for patients, one, to understand going in with their eyes wide open on sort of what’s going to be expected of them. It’s kind of like when you take your car in to get fixed. You don’t know exactly what it’s going to be, but at least you have an idea of what it’s going to look like. And then have an easy way for patients to pay these bills that can be through payment plans, electronically, all the different areas that help them to handle, quite frankly, some big bills. And it’s not that people don’t want to pay, not everyone, of course, but most people want to pay their healthcare bills. There are challenges when it comes to understanding those bills. There are challenges when it comes to paying those bills. There are all kinds of challenges. So, to make it as frictionless as possible for them to understand the bill and to make it as frictionless as possible for them to pay the bill in whatever manner they have. And as you know, Kelly, if you have a high-deductible plan, you most likely have an HSA account with it, hopefully, because it’s tax-free. And you also know that you have limited dollars that are put onto that by hopefully you and your company. So even though they want to pay $1,000 bill, they might only have $200 a month on that card that they can pay towards that. So, they might need a six-month payment plan to accommodate that. And so, to be able to help the patient, one, understand the bill. And one of the things that one of our groups uses, they allow us to integrate the EOB into the patient bill. So now you’re looking at your insurance EOB, you’re looking at your bill, you go, “Okay, these match up, check.” I understand I owe it. Number two, I have an HSA card. Do I even know how much is on this HSA card? So, to give them the ability to understand the total dollars on that card is important. And then three, to give them the ability to pay it based on the limited dollars that are put onto that card each month. All of these things sound simple, but in healthcare today, it’s pretty challenging. And to be honest with you, I have the HSA card. I have a high-deductible plan. And inevitably, my wife will call me and say, “Can I use this card? Because I don’t want it to, quote-unquote, ‘bounce’?” It’s just you don’t have enough money on it. Right. So I have to log in, look it up. Then I call her back and I say, “Yeah, it’s only a $500 bill. We have it in there.” But if it’s a much larger bill than that, we might not. So, it’s a complex world out there in healthcare and to try and make it as easy to understand and easy to pay is kind of, we feel, mission critical. Kelly: Completely agree. And I love what you said about making it as frictionless as possible. I can totally support that. So, what are the long-term projections for patients signing up for these high-deductible health plans? Tom: Yeah, the assumption is that they could be at 50% of the total market within the next three years or so, at least from what I’m seeing. And the expectation is it’ll continue to grow from there. So, it’s a material part of the medical group’s dollars that they collect. And as you know, if you’re a primary care group, you’re now having to collect these dollars because the patient potentially hasn’t hit their deductible yet earlier in the year. And later in the year, you don’t have as much challenging in some instances. But it’s definitely an area that is growing and will continue to be challenging based on the complexities of healthcare. But there are ways to simplify it. Kelly: Great. Well, having it simplified is always a good thing. Well, thank you, Tom, for sharing your i

    12 min
4.3
out of 5
36 Ratings

About

If you’re concerned about revenue at your hospital, then The Hospital Finance podcast is your go-to source for information and insights that can help you protect and enhance the revenue your hospital has earned. From regulatory changes to revenue cycle optimization, readmissions to bundled payments, you’ll get important perspectives, news and strategies from leading experts in healthcare finance. For show notes and additional resources from Besler Holdings, visit https://www.besler.holdings/podcasts.

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