Featured Case Study
customer success
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.
RESULTS
Proof in practice.
- 4.5% denial rate Down from 15%
- 1.2 days charge lag Gaining $1M a day
- 97.5% first-pass, first pay rate
"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
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 RCx 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.
“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.”
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.
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.
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