Optimizing Existing Infrastructure with Physician Practice Group M&A Transactions With 338,899 currently active physician group practices in the U.S., as reported by Definitive Healthcare¹, it’s inevitable that a large number of mergers and acquisitions will continue to occur for them to remain competitive and to expand their services. For many physician owners, however, maintaining some
ReMedics Talks – Part One of a Series Subject: Practice Group Consolidation and Our Use of Technology for Multi-System Remittance Processing In this two-minute video, the ReMedics management team talks about practice group consolidation and multi-system remittance processing with the use of robotics process automation. For rapidly expanding Physician Practice Groups, we are uniquely positioned
Common Challenges with Physician Practice Group Mergers & Acquisitions Strategies for Success For practice groups planning a merger or acquisition, there are numerous challenges that can delay the process. Maintaining current Practice Management (PM) systems, deciding on how funds will get distributed and staffing decisions are just a few examples. ReMedics specializes in correcting many
Working in a Multi-Submitter, Single Receiver Business Environment For aggregated Physician Practice Groups that operate with business unit autonomy, health insurance payors will often combine payments generated by claims that originated from different divisions. These co-mingled batch files received from the Clearinghouses, require us to split the EDI payments within the Electronic Remittance Advice (ERA)
Growth Strategies with Physician Practice Group Aggregation Expanding a practice or MSO through Practice Group Aggregation can present a variety of revenue management obstacles that need to be planned for. One of the more challenging adjustments is when the newly acquired group is required to change its Practice Management (PM) system. This major disruption to
Maintaining Practice Management Systems After a Group Merger One of the many details to be navigated when facilitating a merger (or acquisition) is with switching an entire group of doctors and their support staff over to a dissimilar Practice Management System. The additional time spent with installation, staff training and vendor support can result in
