Three vendors, one contract, $2.1M annual operating savings.

A hospital-affiliated outpatient network in Pittsburgh had grown by acquisition over five years, picking up a Cerner billing module from one acquisition, an external clearinghouse from another, and an offshore billing service contract from a third. The three vendors had not been consolidated because no one had the bandwidth to scope the migration.

Each vendor had its own portal, dashboard, and reporting cadence. The CFO's monthly KPI review pulled numbers from three sources that did not always reconcile. Net days in A/R sat at 41 against a target of 30, and revenue-integrity gaps at the charge-description-master level were going undetected for quarters.

A new vice president of revenue cycle was hired with an explicit mandate to consolidate. They evaluated four vendors and selected Medonix on the basis of the AI-native architecture, the institutional UB-04 billing capability, and the SLA structure tying fee to net days in A/R.

Annual operating spend on RCM dropped from $8.4M (combined across the three prior vendors) to $6.3M under the consolidated Medonix contract, a $2.1M annual saving.

Net days in A/R compressed from 41 to 26 over the first six months, primarily through better front-end eligibility, denial prevention via specialty playbooks, and a revenue-integrity analyst function that the prior arrangement did not have.

The CFO now sees one dashboard with drill-down by site, by service line, and by payer. The VP of revenue cycle's board update at the end of year one reported the operating savings, the A/R improvement, and a new $1.4M annual run-rate revenue lift from previously missed CDM charges that the revenue-integrity function surfaced.