Enterprise scale.
Operator's attention.
Cadence manages the professional fee revenue cycle for health systems, megagroups, and physician networks — full-cycle delivery capacity, senior operators accountable to your executives, and operational insight routed back upstream to fix what's actually causing the leak.
Multi-site employed networks operating under a health system or parent entity.
Faculty plans and academic departments, including teaching-physician billing rules.
Provider-based and freestanding clinics across the ambulatory enterprise.
Enterprises carrying several practice management platforms inherited by acquisition.
Hospital revenue gets the attention. The physician enterprise absorbs the loss.
Professional fee revenue cycle is where health systems quietly subsidize the most — and where the national outsourcers are least accountable for what's causing it.
The per-physician subsidy keeps climbing.
Employed physician losses get budgeted as the cost of alignment. A meaningful share of that number is a revenue cycle problem wearing a strategy costume — and it compounds with every provider you add.
Denials get reported, not resolved.
Your vendor delivers a monthly scorecard. The registration script, authorization gap, or charge template in the clinic that generates the denial never changes — because closing that loop isn't in anyone's scope of work.
New providers bill months late.
Enrollment and credentialing lag means a recruited physician produces no professional revenue for a quarter or more — against a salary that started on day one and a ramp that's already behind plan.
Nobody owns the whole picture.
Coding sits with one team, AR with a vendor, enrollment with HR, front-end with clinic operations. The gaps between them are where the money goes, and the org chart guarantees no one is measured on them.
Four problems. Four things we actually own.
Most vendors hand back a scorecard. We hand back the fix. Each of the problems above maps to work Cadence takes accountability for — delivered as one operating model, whatever the platform underneath.
Own the whole professional fee cycle
Intake through zero balance across employed groups, faculty practices, and ambulatory clinics — run as a single operating model regardless of how many practice management platforms you've inherited. The subsidy line stops absorbing what is really a revenue cycle problem.
- End-to-end professional fee RCM
- AR & legacy resolution
- Transition & transformation
Fix denials upstream, not in a report
Every denial worked on a clock and traced to root cause. We appeal what's appealable and take the underlying fix upstream to the department or clinic generating it — registration script, authorization gap, charge template, documentation habit.
- Denial prevention & appeals
- Coding, documentation & charge capture
- Patient access & front-end integrity
Bill new providers from day one
Enrollment tracked to payer effective date, not to submission date. New and acquired providers bill from day one instead of month four, with status visible to your recruiting and operations leaders while it's still fixable.
- Provider enrollment & credentialing
- Payer setup across entities
Give one team the whole picture
Every remittance priced against your contracted rate at the claim line, and board-ready reporting with drill-through by entity, department, site, and provider. Your finance team and ours work from the same numbers — and one group is accountable for all of it.
- Underpayment & contract variance
- Analytics & executive reporting
- Executive governance
Every claim, denial, and remittance becomes a data point tied to a site, a department, a provider, and the workflow step where it originated.
Patterns are traced past the claim to the cause — a registration script, an authorization gap, a charge template, a scheduling rule.
Findings go to your operational leaders in their language, with the specific change to make and who needs to make it.
We measure whether the change held and feed the result back in. Downstream revenue improves because upstream operations did.
The transactional vendors are structurally unable to do this work. Their margin depends on the volume of work performed. Ours depends on your enterprise needing less of it.
The capability of a national firm. The accountability of a partner.
You've seen the alternative. A household name wins the deal on the strength of a senior team you never see again, and eighteen months later you're managing your vendor instead of your revenue.
Built to carry enterprise volume — structured three ways.
Enterprise revenue cycle is a capacity problem and a judgment problem at the same time. Cadence is built for both. The right structure depends on what your team already does well and where the enterprise is losing the most — we'll tell you which one we think fits before you ask us to price it.
US-based leadership
Every engagement is led by US-based revenue cycle executives accountable directly to your CFO and VP of Revenue Cycle.
Global delivery capacity
Teams that keep claims, follow-up, and posting moving after your business day ends — and add capacity without waiting on a hiring cycle.
Credentialed coding bench
Certified professional fee coders with real specialty depth — global periods, modifiers, implants, and payer-specific rules.
Multi-platform, multi-entity
We work inside the systems you already run rather than forcing a migration — including the long tail that arrives with every acquisition.
Full outsource
Cadence assumes end-to-end accountability for the professional fee revenue cycle across your entities, under enterprise service levels and a single governance structure.
- Single accountable partner
- Enterprise SLAs and scorecard
- Phased entity-by-entity transition
- Legacy AR worked in parallel
Co-source
Your team keeps the functions it performs well. Cadence takes the ones draining it — AR, denials, coding, enrollment — with shared governance and one joint set of metrics.
- Retain internal capability and staff
- Flex capacity without headcount
- Shared operating reviews
- Clear scope boundaries
Targeted engagement
A defined problem with a defined end: legacy AR wind-down, conversion support, backlog recovery, enrollment catch-up, or an enterprise revenue assessment.
- Fixed scope and timeline
- Measurable recovery target
- No long-term commitment
- Often the first step to more
Under every model: HIPAA-aligned controls, role-based access, audited workflows, and business associate agreements maintained across the full delivery chain — plus a defined governance cadence of weekly operating reviews, a monthly executive scorecard, and a quarterly business review with your finance leadership.
Let's look at your physician enterprise together.
The most useful first step is a conversation — thirty minutes with the people who would actually run your engagement, not a sales team. Tell us what your physician enterprise looks like and we'll tell you, plainly, where we think the money is going and whether we're the right fit.