Small-to-medium sized hospital system in the southern US. Operating at a loss — like the majority of hospitals in their size category. Revenue cycle was bleeding money: charge capture gaps, coding errors, denied claims sitting unworked, and an EMR system that created more administrative burden than clinical value.
The CEO realized they were paying for analysis of a problem without anyone actually fixing it. The inherited environment combined application behavior, data movement, user workflows, and operational dependencies. Engineering began by locating authoritative data, integration contracts, control owners, failure behavior, and a reversible acceptance boundary.
The Algorithm leadership confirms this engagement as part of the company’s delivery history. Public wording is limited to the technical narrative while client-sensitive and precision claims complete leadership review.
Cloud-based RCM intelligence platform. Real-time charge capture monitoring that flags missed charges at the point of service — not after the billing cycle. Automated claims scrubbing with payer-specific rule engines. Denial management workflow with automated appeal generation for common denial patterns.
The engagement produced a working change to the client’s system or operating workflow. Exact measurements, delivery duration, audit outcomes, and client sentiment are withheld until the corresponding leadership-confirmation items are resolved.
The first call is with a senior engineer.
Tell us the system boundary, operating constraint, and evidence required for acceptance. We'll identify the assumptions and technical questions that should shape the engagement.