Revenue cycle management is broader than billing. It starts before the patient arrives — eligibility, benefits and authorization — and only ends when the balance is resolved or properly closed. Rev Cura takes ownership of that whole path, or of the specific stages where your revenue is leaking.
Revenue cycle management covers everything between a patient booking an appointment and the balance being resolved — eligibility, authorization, coding, claims, denials, accounts receivable and reporting. It is broader than billing, which is only the claim-creation stage of that cycle.
The difference between an RCM partner and a billing vendor is accountability: agreed metrics, a named team, a defined escalation path, and a reporting rhythm that does not depend on you chasing it.
It is also a difference in where the fix goes. A denial that surfaces in accounts receivable usually started at registration, eligibility or coding. Working the denial without addressing the cause guarantees the same denial arrives again next month, which is why we treat the cycle as one connected system rather than a series of handoffs.
When the front desk owns eligibility, a biller owns submission and nobody owns denials, every stage can be performing to its own standard while the practice still collects badly. Accountability has to sit across the cycle, not inside one stage of it.
Registration and eligibility problems are cheap to fix before the visit and expensive to fix after adjudication. Without a feedback loop, the same handful of front-end errors produces denials indefinitely.
A monthly export with forty columns is not reporting. If nobody can say from it which payer is slowing down or which denial reason is growing, it is not doing its job.
Without metrics agreed at the outset, performance becomes a matter of opinion — and the conversation about whether things are improving becomes unwinnable for both sides.
We map your current cycle end to end — who does what, in which system, at what point — and identify where claims stall, using your own AR aging and denial data rather than a generic template.
Denials are categorized by root cause so each fix goes to the stage that caused the problem rather than the stage that discovered it. This is where most of the value in an RCM engagement is created.
A written onboarding plan: owners, system access, payer enrollments, timelines, what moves to us and what stays with your team. Agreed before anything moves.
Day-to-day operation of the agreed stages against the service levels set out in the plan, with escalation paths for anything outside the normal pattern.
A regular performance review against the metrics agreed at the start, with the next set of actions and an honest account of what did not work.
The current state, documented, including the handoffs that nobody had written down before.
Denials grouped by cause and by payer, so the biggest recurring problem is visible rather than anecdotal.
The metrics we will both judge the engagement by, defined in writing so there is no argument later about what they mean.
Dated, owned and agreed before work moves, so nothing falls between two teams during changeover.
Agreed at the start of the engagement, reported on a fixed rhythm, with commentary rather than a raw export.
We report your figures. We do not publish benchmark numbers we cannot evidence for your practice.
We do not take over your payer contracts, your fee schedule decisions or your clinical documentation. Those stay with the practice, and we advise rather than decide.
Where a stage of the cycle stays in-house, the boundary is written down: what your team does, what we do, and who resolves the cases that fall between the two.
If we do not think we are the right fit for your practice — because of specialty, volume, systems or expectations — we would rather say so at the assessment than discover it three months into an engagement.
No. Billing is claim creation and submission. RCM includes eligibility and authorization before the visit, denial root-cause work, AR strategy, and the reporting layer over all of it. A billing vendor can do everything right and a practice can still collect badly.
Yes, and many practices do. Denials or aged AR are the usual starting points, then the engagement extends once the working relationship is established.
Typically claims submitted, acceptance rate, denial rate and reasons, AR aging, days in AR, payment trends and outstanding balances. The exact set is agreed with you at the start and written into the engagement.
Pricing depends on scope, volume and specialty, and is quoted after the assessment. We will not quote a percentage before we have seen what the work actually involves.
The engagement is reviewed against the metrics agreed at the start. If the numbers are not moving we say so, explain why, and change the approach — or establish that we are not the right partner and hand back cleanly.
No. We work in your systems. Selecting or migrating systems is a separate decision that belongs to your practice.
Charge entry through payment, accurate and fully documented.
Explore →Root-cause categorization, appeals and prevention loops.
Explore →Cadences by payer and aging bucket that keep claims moving.
Explore →Speak with our team about your current billing workflow, AR challenges and revenue cycle goals.