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VIP-partners-RGB

How Vision Innovation Partners Cut Days in A/R by Nearly $1 Million per Day  

VIP changed where revenue cycle expertise lives, embedding it directly into clinical workflows to prevent issues before claims were created and improve outcomes at scale. Now, the organization is using reimbursement intelligence to connect the dots between claims, denials, and payments.

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"It gave us the ability to have someone review the claim that wasn't a person, and it does it right every single time. It gave us complete objectivity."

Duane Sheldon, Director of Revenue Cycle, Vision Innovation Partners

Results at a glance

 

4.5%

denial rate, down from 15%

 

1.2 days

charge lag, gaining $1M a day

 

97.5%

first-pass, first-pay rate

 

30%

fewer FTEs through attrition without backfills

Results at a glance

TOUCH
4.2%
4.2%

Reduced denial rate from approximately 15% to 4.2%

TOUCH
1.2 days
1.2 days

Reduced charge lag to approximately 1.2 days, gaining $1M a day

TOUCH
97.5%
97.5%

Achieved 97.5% first-pass, first-pay rate

TOUCH
30%
30%

Reduced FTE counts by 30% through attrition and avoided backfills

Results at a glance

4.2% Reduced denial rate from approximately 15% to 4.2%
1.2 days Reduced charge lag to approximately 1.2 days, gaining $1M a day
97.5% Achieved 97.5% first-pass, first-pay rate
30% Reduced FTE counts by 30% through attrition and avoided backfills

Scaling without sacrificing consistency

VIP provides management and operational support to eye care organizations across the Mid-Atlantic region. As the organization expanded through acquisitions, revenue cycle leadership faced a challenge familiar to many: how to maintain consistency, compliance, and performance across practices with different systems, workflows, and institutional habits.

Managing nearly 75,000 encounters each month across 168 providers and 26 locations, success depended heavily on experienced billers and revenue cycle staff who understood payer requirements, provider preferences, and the nuances of claim correction. But as the organization grew, relying on individual knowledge created variability that was difficult to scale.

"We needed help reducing our denial rate," said Duane Sheldon, Director of Revenue Cycle. "It was around 15%, which wasn't excessively high, but it was higher than we preferred." The challenge was larger than denials alone. VIP needed a way to ensure that the organization's best revenue cycle knowledge could be applied consistently across every claim, regardless of location, workflow, or staff experience.

Making expertise repeatable

With RevCycle Engine in place, VIP created a review process that did not depend on individual interpretation or manual consistency. Claims could be checked against the same standards every time, giving the team a more objective way to apply revenue cycle expertise before submission.

“It gave us the ability to have someone review the claim that wasn’t a person, and it does it every single time,” said Sheldon. “It gave us complete objectivity.”

That consistency changed how the team used its expertise. Experienced staff spent less time reviewing routine issues and more time addressing exceptions that required human judgment. Leadership also gained confidence that reimbursement policies and operational standards were being applied consistently across the enterprise.

Performance that compounds with growth

VIP began seeing measurable improvements across key revenue cycle indicators. The organization reduced its denial rate from approximately 15% to 4.2%, improved charge lag to approximately 1.2 days, and achieved a 97.5% first-pass, first-pay rate.

“When we implemented Aptarro, the overall quantity of denials came down substantially,” said Pascetta. “What we saw at the end of the day was a couple-day decline in our days in A/R, and for us, that’s worth probably about a million dollars a day.”

By reducing the volume of preventable issues reaching payers, VIP improved operational efficiency and gave its revenue cycle team a stronger foundation for continuous oversight. Instead of reacting to avoidable denials, staff could focus on the claims and exceptions that needed their judgment.

The impact also supported VIP’s continued growth. Over a two-year period, the organization reduced FTE counts by 30% through attrition and avoided backfills while continuing to support expansion.

“The team working denials was able to spend more time on the ones that actually required human effort,” said Michael Pascetta, Chief Financial Officer at Vision Innovation Partners.

Finding what the team couldn't see

Once VIP had reduced its overall denial rate and established a more consistent process, the next challenge was finding the less obvious opportunities that remained. Identifying those patterns traditionally required the team to manually analyze denial and remittance data across spreadsheets—a process that could consume hours without always producing a clear path forward.

VIP piloted a new reimbursement intelligence product from Aptarro that analyzes claim outcomes, surfaces emerging trends, and translates those findings into potential logic the team can act on.

Rather than simply showing the team what had already happened, the intelligence helped VIP determine what it could change next. The organization implemented 80% of the rule candidates identified during the pilot, helping reduce its avoidable denial rate from 2.9% to 1.5%.

The results

radar
 

Reduced/Reallocated

 

10+ FTEs
 
accuracy
 

Reduced Time

 

from date of service to claim submission by two days
optimization
 

Decreased

 

clearinghouse and payer rejections by 3%
atom-green
 

Improved

 

claim resolution rate by 25%
 
 

The benefits

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The group was able to reduce two full-time positions and reallocate another two full-time positions on their Charge Entry Team. They reduced 11 hours per day of manual charge entry; and automated charge cloning, missing charge reconciliation, and practice transfer. On their AR Team, they were able to reduce four and a half full-time positions and reduce denial tasks by 22%. Finally, on their Coding Team, they were able to reduce two fulltime positions and reduce coding denial tasks by 75%. In all, they were able to reduce or reallocate over ten full-time positions.

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In addition to remedying their staffing challenges, these changes positively increased staff morale and allowed for more professional growth among their existing staff. The simplified processes also eased staffing changeovers and reduced the administrative burden on IT.

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aptarro-claimstaker-icons_pink_10

The time from date of service to claim submission was reduced by two days. Their clearinghouse and payer rejections decreased by 3%, backend rejections went from 40% of total rejections down to 15%, and their claim resolution rate three months after implementation was up by 25% of the available opportunity.

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A revenue cycle that keeps improving

VIP now has a repeatable way to apply its expertise, uncover new opportunities, and improve performance as it grows. By combining consistent pre-claim review with reimbursement intelligence, the team continues to strengthen denial prevention and clean claims without rebuilding processes or relying on hours of manual analysis.