They changed billing partnersin the middle of a merger.Nothing dipped.

An Arizona ophthalmology ASC with an attached clinic, five providers, moving through a merger while the billing relationship changed underneath it.

Two things nobody wants to do at once: absorb a merger and move the revenue cycle. The risk wasn't only performance. It was the month where claims sit between two teams and nobody owns them.

Aged receivables were already high, with roughly a quarter of A/R past 91 days.

Because the work happens inside the client's systems, there was no data migration to stage. A named team took the account with the existing backlog and the new claims worked in parallel, so nothing in flight was dropped during the handover.

Payer follow-up moved to a fixed weekly rhythm, aged buckets were worked oldest first, and the owners approved every write-off decision themselves.

No performance dip through the transition. 91+ day A/R fell from 25% to 14% of receivables, collections per visit came in 3.5% over baseline, and the combined ASC and clinic collected $4.35M in 2025.

This is a stability story before it's a turnaround story. Through a merger and a billing change, flat would have been a win. Improvement is the proof.