Client-identifying and patient information is excluded. Figures are rounded and supported by Konnext internal service, enrollment and collection records through August 2026. Results vary and are not guaranteed.
A revenue cycle under pressure
The clinic used SimplePractice and was collecting approximately $5K to $7K per month when it was referred to Konnext by an existing client. The owner was understandably cautious about another transition because the existing revenue cycle already contained a significant backlog and unresolved work.
The problem was broader than slow claim follow-up. Rejections, denials, enrollment issues, contracting gaps, missing authorizations and incomplete payment posting were interacting with one another. Without separating those causes, staff could work individual accounts while the same upstream failures continued to create new aging balances.
Beginning with an operational audit
Konnext reviewed the revenue cycle to identify where claims were stopping and which workstream owned each correction. The audit distinguished electronic or enrollment rejections from payer denials, authorization gaps, payment-posting issues and older insurance A/R requiring follow-up.
This classification mattered because each category required different evidence and action. An enrollment error could not be resolved through a clinical appeal, and missing authorization could not be corrected by resubmitting the same claim. The audit created a more useful picture of the backlog and the continuing sources of revenue delay.
Assigning accountable workstreams
Separate team ownership was established for enrollment, authorization, credentialing and A/R work. The goal was not to create silos. It was to ensure that every unresolved item had a responsible function, current status and next action while findings were shared across the wider revenue cycle.
Enrollment corrections were prioritized to reduce recurring claim rejections. Authorization work addressed services that required payer approval or supporting information. Credentialing and contracting items were tracked separately, and the A/R team worked aging claims based on status and recoverability rather than repeatedly touching every balance.
Restoring payment visibility
Payment posting was included because collections cannot be measured accurately when remittances and deposits are not reflected correctly in patient accounts. Posting work helped distinguish unpaid claims from payments that had been received but not fully reconciled.
That visibility supported better follow-up. Staff could focus on claims that truly remained unresolved, identify adjustment or patient-responsibility information and avoid unnecessary payer contacts for accounts that had already moved. It also gave the owner a clearer view of actual revenue-cycle performance.
Documented collection improvement
Monthly collections increased to approximately $30K during the first quarter of the engagement. As enrollment, authorization, posting, denial and A/R issues were addressed, the clinic’s average monthly collections later reached approximately $50K.
The result came from coordinated correction and ongoing ownership. It should not be interpreted as a guaranteed recovery rate for another practice. Payer mix, service volume, documentation, timely-filing limits, authorization rules, collectible balances and the quality of available records all affect what can be recovered.
What practices with aging A/R can learn
A large backlog should be segmented before a team begins broad follow-up. Start by identifying rejection, denial, enrollment, authorization, posting and payer-processing categories. Then assign the appropriate evidence, owner and deadline to each group.
At the same time, correct the active workflow that is creating new balances. Recovery work loses value when today’s claims continue to enter the same failure pattern. Sustainable improvement requires both backlog action and prevention at the source.
Operational takeaways
What to carry into your own plan
- Audit the causes of aging before assigning broad follow-up.
- Separate rejections, denials, enrollment, authorization and posting work.
- Give every unresolved balance an accountable owner and next action.
- Correct current workflows while recovering older receivables.
average monthly collections, up from about $5K to $7K
Collections increased to approximately $30K per month during the first quarter of the engagement. After the identified enrollment, authorization, posting and A/R issues were addressed, average monthly collections reached approximately $50K.