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
Case Study Preview: A Collaboration of ENT Practice Groups A new case study published by ReMedics features a collaboration of four ENT Physician Groups that treat over 20,000 patients a year. They currently have over a dozen combined locations, providing comprehensive medical and surgical care. The individual practice groups desired to maintain their business autonomy,
How to Keep Your Banking and Clearinghouse Relationships with a Practice Group Merger Banks provide several key services in the revenue cycle, starting with being the recipient of funds as well as EOBs and correspondence via lockbox services. Clearinghouses are are integral to healthcare providers in order for them to forward claim information and receiving
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
