Podcasts about Billing

Amazon is testing MCF with Prime. Walmart and TikTok Shop sales are absolutely booming. 10 new AI features that will help your Amazon, Walmart, or TikTok Shop business. These and more on today's Weekly Buzz episode! We're back with another episode of the Weekly Buzz with Helium 10's VP of Education and Strategy, Bradley Sutton. Every week, we cover the latest breaking news in the Amazon, TikTok Shop, Walmart, and E-commerce space, talk about Helium 10's newest features, and provide a training tip for the week for serious sellers of any level.   Walmart e-commerce sales surge as CEO touts 'price, speed and convenience' https://www.foxbusiness.com/retail/walmart-e-commerce-sales-surge-ceo-touts-price-speed-convenience TikTok Shop is driving more online sales in the US than Target and other major retailers https://www.businessinsider.com/tiktok-shop-us-spend-is-larger-than-target-costco-data-2026-8 10+ New AI Features For Amazon, Walmart, and TikTok Shop Seller Pulse — A near-real-time dashboard widget for monitoring sales, orders, units sold, ad spend, conversion rate, TACoS, and other metrics across Amazon, Walmart, and TikTok Shop. Ads MCP Write Capabilities — Users can create advertising campaigns, add keyword targets, and manage bids directly through the Helium 10 MCP using Claude, ChatGPT, or another compatible AI assistant. Walmart Ads in MCP — Users can analyze Walmart advertising performance, ask questions about campaign data, and make changes to Walmart campaigns through the MCP. B2B Metrics in Profits — Helium 10 Profits now separates B2B and B2C orders, allowing sellers to compare business-customer sales with regular consumer sales. AWD Inventory Visibility — The Inventory Levels page now displays Amazon Warehousing and Distribution inventory, including inbound AWD units and inventory moving from AWD to FBA. Keyword Tracker MCP Write Capabilities — Users can check whether keywords are already being tracked, add missing keywords, and start tracking products directly through the MCP. Review Insights in MCP — Users can access Amazon review-analysis data, identify positive and negative review themes, and compare an ASIN's reviews against its broader category. TikTok Influencer Search in MCP — Sellers can find TikTok creators based on niche, keywords, sales generated, units sold, follower count, and other performance criteria. TikTok Product Search in MCP — Users can discover top-performing TikTok Shop products based on niche, GMV, sales period, and other filters.  TikTok Top-Performing Video Search — Sellers can identify which TikTok videos generated the most GMV for a specific product.  TikTok Creator Identification — Users can find the creators responsible for the highest-performing videos associated with a TikTok Shop product.  Additional MCP Credit Packs — Users who reach their MCP credit limit can now purchase additional credit packs through the Plans and Billing section of Helium 10. In episode 549 of the AM/PM Podcast and Weekly Buzz, Bradley talks about: 00:00 - Introduction 00:54 - Amazon MCF Prime Coming? 02:54 - Walmart Online Sales Booming 04:24 - TikTok Shop Sales Booming 06:11 - 10 New AI Features For Amazon/Walmart/TikTok Shop

Send us Fan MailHave you ever asked three people at your fertility clinic the same question—and somehow gotten three different answers?It can feel like nobody is communicating. But sometimes the explanation is more complicated.In this episode of Taco Bout Fertility Tuesday, Dr. Mark Amols takes you behind the scenes of a fertility clinic to explain how the care team actually works. Front desk staff, medical assistants, nurses, nurse practitioners, physicians, embryologists, billing teams, and office managers all have different training, experience, responsibilities, and access to information—and that can affect the answers you receive.You'll learn the important difference between knowledge gained through repetition and experience versus knowledge built on a deeper medical foundation, why the most confident answer isn't always the most individualized answer, and why a physician saying “it depends” may actually reflect more—not less—understanding of your situation.You'll also learn a simple way to figure out who should answer your question:• Administrative questions• Billing and insurance questions• Medication and treatment instructions• Clinical interpretation• Individualized medical decisions• Embryology and laboratory questionsDr. Amols also explains why yesterday's answer may legitimately be different today, how new ultrasound findings, hormone levels, embryo development, or other information can change your treatment plan, and why not every member of your fertility team may have the newest information at the same moment.Plus, we tackle the difference between communication and customization. A clinic where every patient follows the same pathway may appear incredibly consistent, while individualized fertility treatment creates more moving parts—and a greater responsibility to explain why the plan changes.Most importantly, you'll learn two questions that can prevent a tremendous amount of frustration during IVF or fertility treatment:“Did something change?”and“Who is the best person to answer this question?”Sometimes different answers really do mean there is a communication problem. Other times, the answer changed because your care changed.If you've ever felt confused about who to call, who to trust, or why you're hearing different information during IVF, IUI, fertility testing, or embryo transfer treatment, this episode will help you navigate your fertility clinic with much more confidence.Thanks for tuning in to another episode of 'Taco Bout Fertility Tuesday' with Dr. Mark Amols. If you found this episode insightful, please share it with friends and family who might benefit from our discussion. Remember, your feedback is invaluable to us – leave us a review on Apple Podcasts, Spotify, or your preferred listening platform.Stay connected with us for updates and fertility tips – follow us on Facebook. For more resources and information, visit our website at www.NewDirectionFertility.com.Have a question or a topic you'd like us to cover? We'd love to hear from you! Reach out to us at TBFT@NewDirectionFertility.com.Join us next Tuesday for more discussions on fertility, where we blend medical expertise with a touch of humor to make complex topics accessible and engaging. Until then, keep the conversation going and remember: understanding your fertility is a journey we're on together.

Recorded on may 31, 2016 TOPICS: Richard B. Wingfield - Head Geek, Envision Design, LLC of Houston Texas:"I have been using Mac's in business since original Macintosh in '84 and Envision, as a consulting firm, has been around since 1993. Started part time as sole proprietor and 20+ years later we are now a firm of 5 full time consultants here in Houston.   I tell people I am a "recovering architect" as I got my start in technology practicing architecture and being the "tech guy" in every firm I ever worked for. I even helped manage a DEC vax/vms system for a firm in Austin soon after graduating from The University of Texas with a degree in Architecture.  This episode examines Richards own "recipe' for Managed Services. Here is a brief description as discussed: … Simple Hybrid Partner Plan is setup so almost all the clients "get it" and are not confused about how it works - 3 part invoice is made up of - small monthly fee per device (each mac, each windows, each iOS or android, each server… fees like $25/mac or $49/windows or $250/server etc) client must enroll ALL computers in the office (cant get cheap and have some on the system and some not) - our "consluting fee" - which is time for humans to do the work to manage, monitor, secure and maintain systems and ALWAYS includes a minimum of one 2hr visit per month  (more if needed or requested) - fees for services or hosting (if we host kerio email or rackspace or web or crashplan backups or re-sell backblaze)  ----------------------------------- You can find more about Richard and  Envision design here: Web: http://www.envisiondesign.net    

What happens when a busy, productive practice still can't pay its bills? In this Fail Forward episode, Dr. Rasheeda Johnson shares the hard lesson that changed how she runs Dentcare Now: never let one person hold the entire revenue cycle. After discovering delayed claims, missed billing, and broken cash flow, she and her partner rebuilt the practice around documented workflows, specialized support, and clear checks and balances. Her takeaway is simple but powerful for any business owner: people help you grow, but systems help you last.Listen now for a quick but important reminder to protect your business by building systems that can stand even when people change!‍Listen to Rasheeda's Other Episodes Here:From Concept to Collaboration: Starting Your Emergency Care Practice | Dr. Rasheeda Johnson | 529 – The Dental Marketer Podcast‍Host: Michael AriasJoin my newsletter: https://thedentalmarketer.lpages.co/newsletter/‍Join this podcast's Facebook Group: The Dental Marketer Society‍Love the Podcast? Follow on Your Favorite App! https://lnkfi.re/TDMPod‍

The episode highlights the structural shift toward platform consolidation in security services, illustrated by Coro's unified security platform and its positioning for lean IT teams and MSPs. The mechanism involves the bundling of diverse security tools—email protection, endpoint detection and response (EDR), DLP, security awareness, backup, and cloud app integrations—into a single, managed service. This reduces the operational overhead associated with managing multiple vendors, products, and contracts, a trend now pursued by both established enterprise providers and emergent channel-focused companies. The most significant development cited is Coro's integration of AI and automation within its platform, claiming, according to the company, that 92% to 96% of alert tickets generated by security modules are closed automatically by machine intelligence, depending on the month. The conversational AI integrations such as ChatGPT and Claude are presented as front-end layers through which practitioners can execute mundane security tasks—ticket management, host isolation, incident correlation—without direct console interaction. The claim of offloading 95% of workloads to automation is specified as relating to ticket processing volume, as clarified in the discussion. Supporting evidence centers on the operational layering of AI, with commentary on new risk profiles introduced by integrating large language models (LLMs) into security workflows. Concerns raised include rising exposure to prompt injection, shadow AI (untracked AI usage by end users), and unmanaged cost escalation linked to token-based billing models for third-party AI platforms. Coro's approach distinguishes between AI-related costs incurred internally (absorbed by the vendor) and those incurred when practitioners interact with external AI tools (borne by the MSP or their clients). The need for visibility into AI usage and structured user training is highlighted as a risk mitigation measure. Operationally, MSPs and IT providers face both increased efficiency and new complexity. Vendor dependency consolidates, reducing contract sprawl and administrative burden but raising questions about single-point-of-failure and stack lock-in. Billing risk shifts with AI consumption models, introducing liability for unexpected operational cost surges if token limits are not enforced. The requirement for effective governance intensifies as traditional security controls are extended by AI-managed processes and the detection of unauthorized AI activity becomes part of standard oversight. Providers are advised to scrutinize stack overlap, evaluate whether platform consolidation minimizes genuine operational friction, and remain cautious about over-relying on automated outcomes without maintaining direct accountability. Supported by: Pax8Proofpoint  

Ukraine's drone war reaches deeper into Russia as faster attacks leave Kyiv residents less time to find shelter. Federal officials investigate questionable billing for transgender procedures on minors, and a longtime music publicist Lance Cowan releases the songs he set aside for his family. Plus: police branch out against distracted driving, David Closson considers how algae acquired a constituency, and the Thursday morning news.Support The World and Everything in It today at wng.org/donate.Additional support comes from St. Dunstan's Academy, a boarding school launching Fall 2027. Accepting ninth and tenth grade boys. stdunstansacademy.org From Ascend by Unbound. A higher education program focused on practical skill development and career preparation.  beunbound.us/worldAnd from World Watch, a 10-minute daily news program that explores current events for students 5-12th grade. This high-energy show connects learners to the present, history and communities around the world. Join 40,000 Christian families that utilize World Watch as a tool to foster curiosity and have conversations about today's news as a discipleship rhythm within their families. “Whatever the news, the purpose of the Lord will stand!” First time? Take advantage of a 30-days free trial at worldwatch.news/podcast Not ready to sign up? Check out a free episode at https://get.worldwatch.news/free-episode

In this episode of Run the Numbers, CJ sits down with Wisam Hirzalla, Head of Product at Stripe Billing, to trace the full journey of a dollar—from product packaging and pricing through quoting, contracts, billing, tax, collections, and revenue recognition.—SPONSORS:Anrok is the sales tax platform that watches your exposure everywhere, automates compliance, and flags risk before it turns into a surprise back-tax letter from a state you've never set foot in. Companies like Anthropic, Notion, and Vanta already trust Anrok to stay ahead of rules that move faster than any spreadsheet can. Talk to a sales tax expert for a personalized exposure estimate at https://www.anrok.com/rtnRightRev is a revenue recognition platform built for the AI economy, helping finance support usage-based pricing, credits, hybrid contracts, seats plus consumption, and whatever commercial model comes next. It gives product teams the freedom to keep innovating without outdated revenue systems slowing them down. Learn how RightRev can help at https://rightrev.com/cjPulley is an equity management platform that lets you issue options, model dilution, and complete 409As without your cap table turning into a spreadsheet disaster. Founders raising, hiring, and scaling use Pulley to keep equity clean and stay focused on building. Learn more or request a demo at https://pulley.com/mostlymetricsRillet is an AI-native ERP built for modern finance teams that want to replace NetSuite and close faster. With revenue recognition, close management, multi-entity support, and native Stripe and Salesforce integrations, Rillet helps scaling companies run their finance stack in one place. Hundreds of teams, including Windsurf and Mercor, use Rillet to make the zero-day close real. Book a demo at https://www.rillet.com/cjMaximor is an autonomous finance platform that runs order-to-cash, procure-to-pay, the close, cash management, and reporting on self-learning agents instead of a dozen disconnected tools. One PE-backed customer posts 98% of transactions directly to its ERP, with the remaining 2% routed to a human for review. You pay for outcomes, not seats. See it at https://www.maximor.ai/Brex is an intelligent finance platform with AI-powered workflows that enforce expense policies at the point of sale, match receipts automatically, and reduce month-end close from weeks to hours. Thousands of companies, including Anthropic, Coinbase, and DoorDash, already run on Brex. Stop asking A-level finance talent to do B-level admin work. Learn more at https://www.brex.com/metricsEY has been part of Silicon Valley since it was just a valley, helping the most successful names in tech go from startup to exit to megacap. With teams across strategy, tax, audit, and transactions, EY helps you get your financials right early, long before your investors start asking for it. You build the next big thing, and EY will help you build it right. Learn more at https://www.ey.com/techstartups—LINKS: Mostly Talent: https://mostlymetrics.typeform.com/to/cLTxtAsNGuest: https://www.linkedin.com/in/wisam-hirzalla-9b20a91/Company: https://stripe.com/CJ: https://www.linkedin.com/in/cj-gustafson-13140948/Mostly metrics: https://www.mostlymetrics.com—TIMESTAMPS:0:00 What Drives Billing Downstream1:41 Welcome to Run the Numbers2:37 Wisam's Path to "Queen of Billing"4:55 What Head of Billing at Stripe Entails5:45 Defining Quote-to-Cash7:50 Layer 1: Pricing and Packaging Mistakes14:46 Pricing Models Rising Because of AI18:11 Layer 2: Inside a Quote19:27 Why Enterprise Deals Get So Messy24:38 Layer 3: Contracting27:21 Layer 4: Billing30:15 Why Usage-Based Billing Is So Complex34:51 Tokens as a Pricing Unit36:57 Billing's Move Out of the ERP39:53 Layer 5: Provisioning and Entitlements43:36 Layer 6: Tax44:27 Layer 7: Getting Paid48:18 Layer 8: RevRec50:52 When Billing Stopped Being Back Office51:47 Asking Better Questions Segment52:28 Will AI Replace Finance Jobs

This episode explores the shocking findings of the 'Wolves in White Coats' report, revealing how financial motives and systemic failures have fueled the exploitation of children in gender medicine. Experts discuss the fraud, ethical breaches, and the urgent need for accountability in healthcare.Keywordsgender medicine, healthcare fraud, medical ethics, pediatric gender clinics, Medicaid fraud, medical billing, systemic corruption, child health, medical accountability, healthcare reformTopicsThe origins and spread of gender medicine fraudProfit motives and financial incentives in healthcareSystemic failures and professional association rolesFraudulent billing practices and diagnostic code manipulationImpact on children and families affected by gender treatmentsLegal and political responses to healthcare fraudThe role of professional organizations and standards of careThe importance of accountability and systemic reform Chapters00:00 Introduction to the 'Wolves in White Coats' report00:30 The origins of gender medicine fraud01:30 How systemic corruption allowed the spread02:28 Profit motives fueling the crisis04:22 The financial scale of gender treatment fraud06:19 Medical ethics and the purpose of medicine07:44 Lifetime costs and financial incentives for hospitals09:10 Billing fraud and diagnostic code manipulation14:25 The spike in endocrine disorder diagnoses17:17 Misuse of diagnostic codes for fraud20:43 The influence of professional organizations22:37 The betrayal of trust by standards of care24:05 Stories of harm and systemic failure27:55 Legal and political accountability30:48 The importance of voter awareness and accountability33:04 The role of government agencies and whistleblowers

This Day in Legal History: Andrew Johnson Suspends Secretary StantonOn August 12, 1867, President Andrew Johnson suspended Edwin Stanton, his Secretary of War, and installed General Ulysses S. Grant to run the department temporarily. It was a quiet-sounding personnel move that lit the fuse on one of the great constitutional confrontations in American history—and it turned on a question we still argue about: how much control a president has over the officials who serve beneath him.The context was Reconstruction. Stanton was a close ally of the Radical Republicans in Congress, and as Secretary of War he controlled the Army's presence across the defeated South, including the Freedmen's Bureau—making him essential to Congress's plans to remake the region and protect the newly freed. Johnson, who bitterly opposed that agenda, wanted Stanton gone. But Congress had anticipated exactly this: it had passed the Tenure of Office Act, which barred the president from removing a Senate-confirmed cabinet officer without the Senate's consent. Johnson, trying to thread the needle while Congress was in recess, suspended Stanton rather than firing him outright. When the Senate later refused to concur and Johnson removed Stanton anyway in early 1868, the House impeached him—and he survived removal in the Senate by a single vote.The significance of August 12, 1867 reaches all the way to the present. The Tenure of Office Act was eventually repealed and, decades later, the Supreme Court in Myers v. United States suggested it had been unconstitutional all along, endorsing a robust presidential removal power—the same removal-power debate that traces back to the very first Congress and runs through today's fights over the independence of agencies and prosecutors. Johnson's clash with Stanton is the original American showdown over whether a president can be checked in the control of his own executive branch. And on a day when we've got a story about the White House leaning on the Justice Department, that 159-year-old question feels remarkably current.A federal appeals court has thrown out the government formula at the heart of the law meant to protect patients from surprise medical bills—handing a significant win to doctors and hospitals over insurers. Sitting en banc, all seventeen judges of the Fifth Circuit issued an unsigned opinion mostly siding with physicians and air-ambulance companies, and invalidating a federal rule as going beyond what Congress actually authorized in the No Surprises Act. Here's how this works, because it's less about patients than it sounds. The No Surprises Act protects you, the patient—if you get care from an out-of-network provider in an emergency, you only owe your normal in-network cost-sharing. The fight is over who pays the rest: the insurer or the provider. That gets decided in arbitration, and the key benchmark is something called the “qualifying payment amount,” or QPA. Whoever controls how the QPA is calculated basically controls who wins. The court found that federal agencies had let insurers game that number—by baking in so-called “ghost rates,” contracted amounts for services that providers never actually deliver, which dragged the benchmark down in insurers' favor—and by improperly excluding bonus and incentive payments. The significance is twofold. Substantively, it rebalances a high-stakes payment fight away from insurers and toward providers. But the deeper theme is administrative law: this is a court holding that agencies rewrote a statute to favor one side beyond what Congress wrote—exactly the kind of post-Chevron scrutiny of agency rulemaking we've been tracking all summer. The patient protections stay; the multibillion-dollar question of who pays just got sent back to the drawing board. US appeals court voids formula used to avert surprise medical bills | ReutersAmerican Medical Association · Bloomberg LawA federal judge has blocked the U.S. Postal Service nationwide from enforcing the mail-in voting restrictions in President Trump's executive order—and if this story sounds familiar to longtime listeners, it should. U.S. District Judge Indira Talwani in Boston expanded an order she first issued in June, which had covered 23 states, into a nationwide injunction. Under the executive order, the Postal Service was supposed to gather state lists of eligible voters and deliver absentee ballots only to people on those lists; Talwani's ruling bars USPS from refusing to deliver mail ballots based on those new federal verification requirements. Her reasoning is the same principle we keep coming back to: the executive branch, she wrote, has no authority to regulate elections—that power belongs to the states under the Constitution. And she stressed the timing, noting it's now less than 90 days before the November 3 midterms, which makes it especially important not to let the federal government change election rules on the eve of the vote. This connects to the entire voting-rights arc we've followed—the administration's 0-and-21 losing streak on voter rolls, the Supreme Court emergency application, the Voting Rights Act anniversary. The significance is that the courts continue to hold a firm, near-unbroken line: however much the administration wants federal control over how Americans cast and count ballots, judges keep ruling that elections are run by the states, and the closer we get to November, the more urgently they're saying it. Judge blocks US Postal Service from restricting mail-in voting | ReutersNPR · US NewsThe White House has reportedly asked the Justice Department to explore bringing new charges against David Hearn—the former Olympian in the Reflecting Pool case—just over a week after the department dropped the case because its own evidence showed he didn't do it. Recall the sequence: Hearn was indicted on a felony for allegedly damaging the Lincoln Memorial Reflecting Pool, but prosecutors then moved to dismiss, telling the court that newly disclosed documents showed the damage came from a botched renovation, not vandalism. According to sources, President Trump was furious at U.S. Attorney Jeanine Pirro for dismissing the case, and the White House has since asked the department to examine whether there's a basis for a new charge—possibly a misdemeanor. The talks are described as preliminary, with no decision made, and Congressman Jamie Raskin has already launched a probe into the whole affair. Here's why this is legally striking. The decision to drop the case wasn't a technicality—it was the government concluding, on the evidence, that the underlying premise was false. To now go looking for new charges against the same person, at the White House's urging and reportedly out of the president's personal anger, raises the specter of vindictive prosecution—using the charging power not to pursue justice but to punish. The significance goes to the core of prosecutorial independence, the theme running through the Blanche confirmation fight and beyond: charging decisions are supposed to be driven by evidence and law, not by a president's displeasure that a case was dropped. It's a live test of whether that line still holds. Trump White House asked DOJ to explore new Reflecting Pool charges, sources say | ReutersUS News · MS NOWAnd finally, the law graduates who suffered through California's disastrous 2025 bar exam have reached a settlement in their class action against the company that administered it. You may remember the debacle: the February 2025 California bar exam, run by the vendor Meazure Learning, collapsed into login failures, software crashes, frozen screens, and lost answers, throwing thousands of aspiring lawyers into chaos on the single most important test of their careers. That fiasco spawned multiple lawsuits—the test-takers' claims were consolidated into a class action in federal court—as well as a state audit and a legislative inquiry. This settlement resolves the graduates' own case, and it's distinct from the separate deal the State Bar itself reached with Meazure last month, in which the vendor agreed to pay the Bar $5.25 million and forgive $1.36 million in unpaid invoices. The significance connects directly to a story we covered a couple of weeks ago—the meltdown of the new NextGen exam in Washington State. Two different states, two different vendors and formats, the same underlying failure: the high-stakes gateway to the legal profession buckling under basic technology problems, and leaving the people trying to enter the profession to pick up the pieces. These settlements put a price on that failure—but they also intensify a growing question about whether the bar exam, as currently built and administered, is a reliable way to license lawyers at all. Law grads reach settlement in class action over botched California bar exam | ReutersBloomberg Law · ICLG This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.minimumcomp.com/subscribe

Eric Hansen is the founder and CEO of Burst Billing, a medical billing company on a mission to help nursing homes reclaim the Medicare Part B supply reimbursements they're owed and almost never collect. He got his start in senior care as a CNA before moving into portable x-ray and lab sales, where he saw firsthand how the system's "medicine by prophecy" approach — over-supplying to be safe — quietly drained facilities' already-thin margins. He walked away from a six-figure salary to bet that nine out of ten nursing homes were giving their profits away, and that he could win it back for them. In just two years, Burst Billing has grown to 17 states and recovered more than $1 million in reimbursements for its clients. Self-taught in AI with over 2,000 hours behind him, Eric has built a fleet of agents that keep his company lean — and he's refreshingly candid that his ultimate goal is to make Burst unnecessary by helping the entire industry collect these dollars on its own.Show Notes:00:00 — Introduction02:01 — Meet Eric Hansen: the bet that 9 of 10 nursing homes are giving profits away03:44 — From CNA to founder: how Eric got into senior care and spotted "medicine by prophecy"06:31 — Going all in: disproving the model, the weekend that changed everything, proving yourself wrong10:13 — On the naysayers: "You'll stop caring what others think when you realize how little they do"12:31 — What is a Part B supply? The reimbursements nursing homes leave on the table, and why "free" is expensive16:21 — The math: 2% margins, $500/day beds, and profit "like filling five beds without filling a bed"18:51 — The elephant in the room: why billing for more actually reduces Medicare fraud, waste, and abuse23:18 — Growing Burst Billing: 17 states, $1M+ recovered, and a company designed to disappear26:08 — Handing work to AI agents: the first job to delegate, goal-based AI, and the line never to cross32:19 — Starting from zero with AI: the learning curve, Notebook LM, and MVP discipline36:34 — AI in everyday life: relationship management, staying lean, fighting misinformation39:39 — A parting thought: the 9.7M caregiver shortage and whether AI could bring people back home41:38 — Closing thoughts

In Today's Tech3 from Moneycontrol, we look at quick commerce players expanding into premium and gourmet groceries to drive bigger baskets, and how AI is changing the way IT companies structure project billing. We also unpack Mark Zuckerberg's latest push for open AI models and his vision for widely distributed AI agents. And finally, Bengaluru commuters face higher auto fares as the city's bike-taxi crackdown pushes more riders towards app-based autos.

Electricity Minister Kgosientsho Ramokgopa has unveiled ambitious new proposals aimed at overhauling South Africa’s electricity tariff system. Under the proposed framework, municipal power bills will be fully unbundled to reveal exact costs for transmission, distribution, and administration, while placing a strict cap on how much technical loss and theft councils can pass on to paying consumers. Nosipho Rradebe spoke to Professor Vally Padayachee, power and energy expert and a former executive manager of Eskom and a former senior executive of City Power Jhb.See omnystudio.com/listener for privacy information.

Send us Fan MailThe most expensive billing relationship is not the one that is clearly failing. It is the one that is quietly not delivering. On a practice doing $400,000 a month, three points of net collection rate is $12,000 a month. Nobody escalates $12,000. It does not trigger a phone call. It just leaves, month after month, until somebody adds up a year of it and finds $144,000 that nobody ever fought for. This is Part 2 of a two-part series and it builds the operating model that catches it. System 1: the day-to-day operating model. Every good billing partnership has a weekly rhythm and a monthly rhythm, both defined before the relationship starts rather than improvised after something goes wrong. The weekly rhythm is operational on the practice side and communicative on the billing side. The practices that feel most confident are almost always the ones with a short, consistent weekly touchpoint. Not because anything is wrong. Because nothing has had time to go quietly wrong. The five-number report. Most monthly billing reports show collections by payer, claims submitted, and a denial percentage. That is activity data, not performance data. The report that tells you whether the value equation is moving has five numbers: net collection rate, denial rate by payer and reason code, AR days trending over three months, clean claim rate, and patient AR aging by segment. System 2: how to know it is working. Three green flags. Denial root causes are getting identified and closed, not just worked. The practice side is getting easier over time rather than harder. And the leading indicators are moving before the headline numbers do. Three warning signals. The monthly report is not readable or not specific. Problems get explained after they compound instead of flagged before. And the same denial patterns appear month after month without root cause resolution. System 3: what to do when something feels off. The right first move is almost never to start looking for a replacement. Most billing relationships that ended badly were relationships where the right conversation happened six months too late. There is exactly one situation where replacement is the right call: specific commitments were made by both sides with dates attached, and they were not kept after a fair period. THE SHARED OPERATING MODEL Chart Closure. Practice: providers sign charts within 24 to 48 hours of the encounter. Billing partner: tracks chart closure rate weekly and flags delays before they hit the claim cycle. Front Desk Accuracy. Practice: verifies eligibility before every visit, collects copay at check-in, captures authorizations before the patient is seen. Billing partner: trains the front desk on what billing needs and provides feedback loops when errors surface in claims. Denial Management. Practice: backs the billing partner on policy enforcement with payers when escalation requires physician involvement. Billing partner: owns denial follow-up completely, trends by payer and code, reports root causes monthly. Patient Balances. Practice: communicates financial expectations at scheduling and check-in and supports the collections policy. Billing partner: provides a structured patient AR workflow and reports aging by segment. Performance Visibility. Practice: reviews the monthly report and asks questions when numbers move. Billing partner: delivers a clear payer-level report monthly with denial rate, AR days, net collection rate, and trend direction. Communication Rhythm. Practice: shows up to the weekly or bi-weekly review. Billing partner: runs the meeting with an agenda, flags problems before they compound, and proposes solutions rather than summaries. THREE ACTIONS THIS WEEK 1. Ask your billing partner for the five-number report this week, not at the next scheduled review. How fast it arrives tells you as much as what is in it. 2. Check your own weekly rhythm: chart closure rate over the last seven days, eligibility verification rate at the front desk, copay collection rate at check-in. 3. If your billing relationship has been running more than 90 days and you have never run the four-variable review, schedule it this week and frame it as a calibration, not a performance review. EPISODE BREAKDOWN The $144,000 nobody escalates | Bridge from EP200 | Where quiet underperformance lives | The weekly and monthly rhythm | The five-number report | Three green flags | Three warning signals | What to do when something feels off | Three things to do this week Resources block1. FREE: Practice Financial Health Dashboard, https://eligibility.natrevmd.com/free-practice-financial-health-dashboard-for-physicians-natrevmd 2. FREE: EMR / PM Evaluation Framework, https://eligibility.natrevmd.com/emp/pm-evaluation-framework 3. Part 1 of this series, EP200 Know Your Side of the Equation: https://podcasts.apple.com/us/podcast/200-your-performance-reviews-are-making-your-billing/id1624182351?i=10007792563514. Practice Revenue Leak Scorecard, https://eligibility.natrevmd.com/nrm-revenue-scorecard-v3 5. Referenced in this series: $100M Offers by Alex Hormozi

August 7, 2026In this episode, Scott, Mark, and Dr. Ray Painter answer three reimbursement questions involving common—but increasingly scrutinized—coding situations. First, they discuss when a urologist can separately bill the professional component of a radiologic service such as retrograde urography on the same day as an E/M service, including the documentation requirements and potential conflict when radiology also bills for the interpretation. Next, they examine a ureteroscopy denial caused by an inconsistent diagnosis code and explain how to properly distinguish kidney and ureteral stones with and without hydronephrosis. Finally, they tackle another modifier 25 denial and explain why simply citing NCCI rules in an appeal may not be enough—the documentation must clearly demonstrate the significant, separately identifiable E/M service that supports the modifier. PRS Coding and Reimbursement HubAccess the HubBotox LCD AlertDownload the AlertFree In-Office Prostate Biopsy Calculator (Suppoted by UC-Care)Download NowPRS Coding CoursesFor UrologistFor APPsFor Coders, Billers, and Admins Join the Urology Pharma and Tech Pioneer GroupEmpowering urology practices to adopt new technology faster by providing clear reimbursement strategies—ensuring the practice gets paid and patients benefit sooner.         https://www.prsnetwork.com/joinuptpClick Here to Start Your Free Trial of AUACodingToday.com   The Thriving Urology Practice Facebook group.The Thriving Urology Practice Facebook Group link to join:https://www.facebook.com/groups/ThrivingPractice/ 

Sign up for Practi, a new platform that helps law firms use subscription billing.Here are the top 5 takeaways from this episode:* AI is reshaping the legal industry across all levels. From law schools mandating AI courses to federal judges using AI tools, adoption is broad and not limited to younger generations. Jon expected a generational divide but found AI enthusiasm cuts across all age groups.* Private equity is entering big law, but firms are cautious. PE interest in law firms is growing, with firms exploring structures like MSOs (Management Service Organizations) to separate legal practice from operations. However, no major big law firm has publicly accepted PE investment, yet most are waiting to see who goes first.* Billing structures are shifting away from the billable hour. AI is driving efficiency (tasks that took hours now take minutes), pushing firms and clients toward flat fees and AFAs. One AM Law 100 firm's top three clients are already on flat fees. The shift is practice-area dependent, not a blanket change.* Law firms are generating new revenue by advising clients on AI. AI has created an entirely new category of legal work: advising clients on their own AI-related issues, regulations, and compliance. Data center practices are also booming due to AI infrastructure demand.* Regulatory arbitrage is a key factor. Jurisdictions vary widely. Arizona eliminated its Rule 5.4 prohibition on non-lawyer ownership, and the UK did so even earlier, making them more progressive markets. Global firms must navigate different rules across jurisdictions, and the US may eventually follow suit, with some firms setting 2030 as a target year for significant structural change.__________________________Want your question to be answered on a future show? Fill out this short survey.Have subscription model question? Check out this free resource to ask all of your questions at notebook.practi.ai.Check out Centellic.Sign up for Paxton, my all-in-one AI legal assistant, helping me with legal research, analysis, drafting, and enhancing existing legal work product.Get Connected with SixFifty⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, a business and employment legal document automation tool.Sign up for ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Gavel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, an automation platform for law firms.Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Law Subscribed⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to subscribe to the weekly newsletter to listen from your web browser.Prefer monthly updates? Sign up for the Law Subscribed Monthly Digest on LinkedIn.Check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Mathew Kerbis'⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ law firm ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscription Attorney LLC⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Want to use the subscription model for your law firm? Click here to sign up for a new platform that helps law firms use subscription billing. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.lawsubscribed.com/subscribe

Send us Fan MailShownotes can be found at https://www.profitwithlaw.com/545.You did the work. So why does it feel like you're the last one to get paid for it?In this episode, Moshe sits down with Saumya Banker, CEO and co-founder of Donna AI, to break down exactly where law firm revenue disappears — and what to do about it.In this episode, you'll learn:Why the average solo firm only collects 66% of the billable work they actually doThe real reason lawyers lose 10–30% of their time before it ever reaches an invoiceWhy discounting isn't a pricing problem — it's a documentation problemHow unpaid invoices end up floating for 93 days (and what that's actually costing you)Why firms on flat fee and subscription models still need to track time — even without hourly billingIf you've ever looked at your bank account and wondered why it doesn't match how hard you and your team are working, this one's for you.The billable hour isn't your real problem. The gap between the work you do and the money you collect for it is — and most firms have no idea how wide that gap actually is.Chapters:[00:00] Why billing leakage is killing law firm revenue and how to fix it[05:20] How poor time tracking leads to lost income for your practice[07:16] Avoid client disputes with detailed, transparent billing narratives[11:29] Train associates for efficiency: stop hidden time and revenue loss[14:14] Use AI tools to automate attorney time tracking and descriptions[17:41] Streamline workflows so lawyers bill confidently and accurately[28:44] Leverage time tracking analytics to set profitable flat or hybrid fees[31:56] Get real-time alerts before client retainers run out Resources mentioned:

Can four numbers reveal the true health of your dental practice? In this takeover episode, Dental Revenue Network member Ashley Bond of Wisdom Dental Billing explains why your monthly metrics may matter more than your production goals. Think of these reports as clues to hidden revenue rather than regular tasks.    She explores the four key numbers that provide a clear picture of a practice's financial health: collection percentage, insurance accounts receivable over 90 days, patient accounts receivable, and adjustments. Drawing from years of experience in a family dental practice and working with practices across the country, Ashley explains why production alone does not guarantee profitability and why consistent collections are a real measure of success. You'll learn how delayed insurance claims affect patient payments and why regularly reviewing adjustments helps to catch errors and even identify signs of potential fraud. This takeover episode is full of practical strategies to get these systems started today.    Find your missing revenue and fix your systems. Schedule your complimentary practice analysis today! https://meetings.hubspot.com/colleen-salpini/book-time-with-the-wisdom-team?utm_medium=podcast&utm_source=kol&utm_campaign=teresa-podcast     Connect with Wisdom: Email:  info@withwisdom.com Text "Demo" at 314-648-2663 Visit their website: https://www.withwisdom.com/   ------------- I created Dental Revenue Network to foster collaboration and networking amongst RCM professionals. Billing company owners and billing professionals will have access to skill building sessions, current carrier news and insurance discussions beyond "what's the code?" Check it out - I hope you'll join! https://dentalrevenuenetwork.mn.co/ ------------- My insurance course Dental Insurance Design and Management is geared toward those who want to understand the how and why of insurance. As a loyal podcast listener, please use "NTMT" for a $75 courtesy toward your investment.  ------------- Practice Management Power Day is happening in Denver, Colorado, and it is built for leaders who want real results. Learn directly from top practice management experts and industry speakers who know what it takes to run a profitable, organized, high performing practice. The event will take place on Friday, September 25 at the Vivos Institute, located next to the Denver Airport. Register now at: https://practicemanagementpowerday.com Podcast listeners use NTMT100 for a $100 courtesy. ------------- Visit odysseymgmt.com to check out my book, webinars and courses. -------------   Don't forget to check out my other podcast Chew on This - A Dental Podcast!    **If you like the show then I'd appreciate a good rating. Tell your friends. Even podcasters ask for referrals!**   YouTube: https://youtube.com/@odysseymgmt  

Send us Fan MailA practice doing seven figures a month switches billing companies, and eighteen months later the denial rate is higher than the day they signed. Nobody lied. Both sides just walked in with a different picture of what good looked like. In this episode we run Alex Hormozi's value equation across a billing partnership, one variable at a time, and name exactly what each side owes the other. Dream Outcome. A practice owner hears "we will improve your collections" and pictures denials dropping from 12 percent to 5, AR days under 35, and her team off the payer portals on Friday afternoons. The billing company is picturing a 3 to 5 point net collection improvement over twelve months. Both are honest. Neither is the same outcome. The fix is a written, numeric definition of success before the contract is signed. Perceived Likelihood. The billing partner builds this with evidence: before-and-after denial rates in your specialty, AR trending over twelve months, retention data. The practice builds it with an honest read on its own history. A practice that says "our front desk eligibility rate has been inconsistent and we are ready to fix that" is a fundamentally different partner than one expecting the problem to be solved without any practice-side change. Time Delay. Month one is almost entirely old AR, because new claims will not generate cash for 30 to 45 days. That is not a performance problem, it is how billing cash flow works. But if nobody said it before the relationship started, month one feels like nothing is happening. The ramp has to be mapped out loud, before the contract, not defended at the 60-day mark. Effort and Sacrifice. Chart closure inside 24 to 48 hours. Eligibility verified before the visit. Patient balance expectations set at scheduling. A billing company can recover denials, but it cannot recover a claim that was never submitted because the chart was never signed. And on the other side: complete ownership of denial follow-up, a report a physician can read, and problems raised before they compound. THE SHARED VALUE EQUATION Dream Outcome. Practice: defines it specifically and measurably upfront. Billing partner: maps a realistic written path to it before the contract is signed. Perceived Likelihood. Practice: consistent operational inputs, charts closed, front desk disciplined, patient balances engaged. Billing partner: track record, transparent reporting, accountability on their own performance. Time Delay. Practice: patience through the 90 to 180 day ramp and commitment to the agreed timeline. Billing partner: weekly visibility, a clear map of the transition, no black boxes. Effort and Sacrifice. Practice: willingness to change what needs changing on their side of the operating model. Billing partner: making their side of the change as easy as possible and owning it completely. THREE ACTIONS THIS WEEK 1. Write down three to five specific, measurable targets that would tell you the relationship is working. Denial rate. AR days. Net collection rate. Chart closure rate. Clean claim rate. 2. Ask any prospective partner for before-and-after data from three practices in your specialty at a similar volume, and ask to speak with them directly. 3. Get the month one, month two, month three ramp in writing before the relationship starts, and reference it at every monthly review. EPISODE BREAKDOWN The switch that made things worse | The value equation and why every variable has two sides | Dream Outcome | Perceived Likelihood | Time Delay and the honest ramp | Effort and Sacrifice | Three things to do this week Resources block 1. FREE: EMR / PM Evaluation Framework, https://eligibility.natrevmd.com/emp/pm-evaluation-framework 2. FREE: Practice Revenue Leak Scorecard, https://eligibility.natrevmd.com/nrm-revenue-scorecard-v3 3. Everything else we have built, in one place: https://natrevmd.com/trusted-resources/ 4. Referenced in this episode: $100M Offers by Alex Hormozi 5. Part 2 of this series, EP201 The Shared Operating Model: https://natrevmd.com/podcast/ 

The fastest way to lose money in pool service is not a bad test kit or a missed brush. It is a pricing system that looks “simple” on paper but collapses the moment chemical costs jump or one pool starts chewing through tablets. We walk through the big decision every pool service pro faces: do you bundle everything into one white-glove monthly service fee, or do you charge separately for the work and materials that actually move your costs? We break down how all-inclusive pricing makes billing effortless, especially on a big pool route with employees, and why it can still be a disadvantage when you are bidding against companies that itemize filter cleaning, salt cell cleaning, and trichlor tablets. We also get honest about the downside: when chlorine, acid, or tablet prices spike, your profit margin takes the hit, and “chemicals included” can quietly encourage overuse. Then we dig into itemized billing and why it can increase profitability, using a contractor-style way of thinking that accounts for price fluctuations. We talk real-world filter cleaning pricing, how often filters truly need attention, and why charging per cleaning can be both a revenue lever and a motivation tool for techs. Finally, we lay out a hybrid model designed for predictable invoices: a stable base rate that includes a maintenance dose of liquid chlorine and muriatic acid, with separate charges for tablet buckets, filter cleanings, salt cell cleanings, and specialty chemicals or seasonal add-ons. If you want cleaner invoicing, fewer billing surprises, and a pool service pricing strategy that scales, listen through to the end. Subscribe, share this with a pool pro who is reworking their rates, and leave a review with the billing model you are using right now.We break down the real trade-offs between all-inclusive pool service pricing and charging separate line items, especially when chemical costs spike and routes grow. We land on a practical hybrid billing system that keeps most invoices predictable while still paying us for filters, tablets, and true add-ons.  • white glove all-inclusive pricing and why it simplifies large routes with employees  • hidden risks of bundling chemicals during cost spikes and high-demand pools  • why itemized billing can protect margins like a contractor materials markup  • regional realities of filter types and when filter cleaning is easier to itemize  • how separate filter cleaning fees improve motivation and route scheduling  • a hybrid base rate that includes maintenance chlorine and acid  • charging separately for trichlor tablet buckets and specialty chemicals  • seasonal add-on charges to keep most monthly bills the same  • handling underpayments when customers miss a higher invoice month  Learn more at swimmingpoollearning.com.  If you're looking for other podcasts, you can find those by going to my website, swimmingprolearning.com.  If you're interested in the coaching program, you can learn more at poolguycoaching.com.  Send us Fan MailSupport the Pool Guy Podcast Show Sponsors! HASA https://bit.ly/HASAThe Bottom Feeder. Save $100 with Code: DVB100https://store.thebottomfeeder.com/Try Skimmer FREE for 30 days:https://getskimmer.com/poolguy Get UPA Liability Insurance $64 a month! https://forms.gle/F9YoTWNQ8WnvT4QBAPool Guy Coaching: https://bit.ly/40wFE6y

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Alex Rampell and Olivia Moore speak with Lassie cofounders Steijn Pelle and Frédéric Renken about bringing AI to one of the most overlooked parts of the economy: small businesses. Inspired by time spent working inside dental practices, Pelle and Renken set out to automate the administrative work that keeps healthcare providers away from patients. They discuss how AI agents are changing billing, insurance claims, patient payments, and other operational workflows, allowing practices to spend less time on paperwork and more time delivering care. The conversation explores AI agents, software that performs work rather than simply storing information, onboarding AI into real-world businesses, and why healthcare administration offers one of the biggest opportunities for automation. Along the way, they discuss product design, go-to-market strategy, and what it takes to build AI systems that operate reliably in complex business environments.   Resources: Follow Steijn Pelle on X: https://x.com/steijnpelle Follow Frédéric Renken on X: https://x.com/fredericrenken Follow Alex Rampell on X: https://x.com/arampell Follow Olivia Moore on X: https://x.com/omooretweets Stay Updated:Find a16z on YouTube: YouTubeFind a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

As chief technology officer at Casetext, Ryan Walker helped build CoCounsel, one of the first and most consequential generative AI legal assistants — a product so significant it led to the company's $650 million acquisition by Thomson Reuters. But Walker came away unsatisfied. Although the legal tech tools kept getting better, he believed, clients were seeing no benefit. Billing rates kept climbing and the efficiency gains never reached them. That spurred him to pivot from building products to forming a practice — General Legal, an AI-native law firm he cofounded and leads as CEO, built on the premise that the fastest path to transforming legal services is not retrofitting AI onto traditional firms, but rebuilding the law firm from the ground up on an AI-forward foundation. Just six months out of Y Combinator, the firm has some 400 clients, a newly launched venture financing practice, and, in what may be a first for a law firm, an MCP server that lets clients' AI agents engage the firm directly. In this episode of LawNext, Walker — not a lawyer but a PhD mathematician — tells host Bob Ambrogi why he believes AI can now automate 95% of routine legal work, how the management services organization structure allows an investable technology company to operate alongside a law firm, and why an AI-native firm paradoxically depends on hiring highly experienced lawyers rather than supercharging junior ones. He also explains the "second brain" approach that lets the firm's work product reflect each client's strategy, what earlier failed innovators like Atrium and Clearspire got wrong, and why he thinks the real reckoning will come when major clients simply refuse to pay for work AI can do. Walker cofounded the firm along with two other Casetext colleagues, Javed Qadrud-Din, who was head of AI at Casetext and is now General Legal's chief technology officer, and J.P. Mohler, who was an LLM engineer at Casetext and is now chief product officer and managing partner. Their ultimate ambition, Walker says, is to make General Legal the biggest provider of legal services in the world and, along the way, to break the scarcity model that keeps legal help out of reach for the people and companies who need it.   Thank You To Our Sponsors This episode of LawNext is generously made possible by our sponsors. We appreciate their support and hope you will check them out. Paradigm, home to the practice management platforms PracticePanther, Bill4Time, MerusCase and LollyLaw; the e-payments platform Headnote; and the legal accounting software TrustBooks. Briefpoint, eliminating routine discovery response and request drafting tasks so you can focus on drafting what matters (or just make it home for dinner). CosmoLex, helping law firms manage their entire practice in one platform, from intake to payment. Try it free. Ajax, the AI timekeeper lawyers want to use.   If you enjoy listening to LawNext, please leave us a review wherever you listen to podcasts.  

In this episode, we break down four major healthcare cybersecurity incidents: the Craneware billing platform attack, a nonprofit breach affecting 75,000 individuals, Medtronic's exposure of nearly 370,000 patient records, and ApolloMD's $4.02 million settlement following a ransomware attack. These cases underscore critical lessons for healthcare organizations on vendor management, network segmentation, and incident response planning.

Send us Fan MailThere is a revenue cliff hiding inside the billing transition most independent practices are planning right now. Not from the change itself. From the order of it. In this episode we walk through why the money in your bank account during month one of a new billing arrangement is almost entirely old AR, why simultaneous service and software change is the fastest way to lose that money, and the three questions you have to answer before any sequencing decision makes sense. Three questions before you sequence anything: Are you replacing an in-house team or an outsourced vendor? Who owns the software? Is the software working, or is it part of the problem? Skipping these is where the error gets made. System 1: The revenue ramp. Month one is 80 to 90 percent old AR. Month four is 95 to 100 percent new team. Every sequencing decision has to protect that ramp. System 2: In-house vs outsourced risk profiles. In-house transitions risk institutional knowledge walking out. Outsourced-to-outsourced transitions risk data access and credentialing. Different risks, different sequences. System 3: Three software paths. Keep functional software and transition service only. Replace failing software after service stabilizes. Or defer the outdated-but-functional software conversation until months four through six. Three actions this week Answer the three questions in writing before any vendor conversation. Pull your AR aging report. If more than one month of gross charges sits past 45 days, plan an AR cleanup sprint before the new team starts. Read your current vendor or software contract for data provisions, notice terms, and auto-renewal windows. Episode breakdown 00:00  Hook and big idea 02:30  The three questions 13:00  System 1: the revenue ramp 16:00  System 2: in-house vs outsourced 20:00  System 3: three software paths 24:00  Summary and action plan 26:00  CTA and cliffhanger Resources EMR / PM Software Assessment Form (primary): https://eligibility.natrevmd.com/emp/pm-evaluation-frameworkBook a Revenue Audit: natrevmd.com/schedule-a-call Payment Posting Audit Checklist: eligibility.natrevmd.com/payment-posting-checklist Practice Revenue Leak Scorecard: eligibility.natrevmd.com/nrm-revenue-scorecard-v3 30-Day Revenue Recovery Plan: eligibility.natrevmd.com/nrc/-30day-revenue-recovery-plan 

Ambient note-taking scribes have achieved such successes—according to Mustafa Ammar, MD, Chief Medical Officer at Ampla Health—that the first question from doctors interviewing for jobs at his federally qualified health center is whether they offer a scribe. Luckily, they do: Sunoh.ai.Burnout is often on the top of doctors' and their managers' minds. And Sunoh.ai definitely delivered results here. Doctors report that they are going home on time and avoiding the need to spend their personat time writing notes, even though they are seeing more patients than before. The notes are also closed within 48 hours, which is important for billing.Learn more about Ampla Health: https://www.amplahealth.org/Learn more about eCW: https://www.eclinicalworks.com/Healthcare IT Community: https://www.healthcareittoday.com/

Welcome to episode 364 of The Cloud Pod, where the forecast is always cloudy! Justin and Matt are in the studio this week to bring you all the latest in cloud and AI news, including (surprise) astronomical AWS bills, Kimi K3 and what it means for Enterprise AI, and lots of security news! All that and so much more, so let's get started!  Titles we almost went with this week Cache Rules Everything Around NFS Now Lambda Says BYOB, Bring Your Own Bucket Henrico’s Power Struggle: Data Centers 37, Schools 0 Cloud Run Fails Over Faster Than Your Excuses 570 Patches, One Registry Hive Nightmare GuardDuty Gets a Detective Agent, No Trench Coat Required Kimi K3 Aims to Moonwalk Past Opus 4.8 Terraform Gets Policy Muscle, Ditches the Rego Diet CloudWatch Watches Your AI Coders Code Watt A Way To Treat A School District Your Cloud Bill… 1 BILLION DOLLARS Not a way I want to wake up rogue cloud bills Skype is EOL … wait I thought I died 3 times already Our newest superhero CODEMENDER!! A big thanks to this week's sponsors: We're sponsorless! Want to get your brand, company, or service in front of a very enthusiastic group of cloud news seekers? You've come to the right place! Send us an email or hit us up on our Slack channel for more info. General News  00:49 Amazon fixing bug that billed some AWS customers billions of dollars  A bug in the AWS billing computation subsystem generated inflated billing estimates for some customers, with one Reddit user reporting a quoted estimate near 2.5 billion dollars for a single month. In contrast, others saw figures ranging from millions to hundreds of millions. The issue began late Thursday, and an initial rollback attempt on Friday morning failed to resolve it, suggesting the root cause was more complex than a recent configuration change. Amazon confirmed the billing estimates do not reflect actual usage or charges, meaning affected customers will not be responsible for the inflated amounts shown in the console. Amazon has not disclosed whether any accounts were suspended or paused due to the billing errors, leaving open questions about operational impact during the incident. The event highlights the importance of billing system reliability for cloud providers, since inaccurate estimates at this scale can cause confusion and concern even when the underlying charges are not real. 01:29 Justin – “Amazon doesn’t bill you in the middle of the month, so it’s a pretty low risk that you were gonna get billed or invoice directly on that date, unless you happen to already be overdue on a payment and you were happening to update your credit card at the same time. I don’t think that’s really a big risk for this particular scenario.”  05:04 County With 37 Data Centers Asks Schools to ‘Conserve Electricity' Listener note: Paywall article  H

Insurance billing doesn't have to be one of the biggest headaches in your practice. In this episode, Dr. Glenn Vo sits down with Shreyas Parab, Co-Founder & CEO of DayDream, to discuss how AI and experienced billing specialists are helping dentists improve cash flow, recover more insurance revenue, and take the stress out of revenue cycle management.

AI is changing the way the legal profession operates and everyone — lawyers, law firms, and especially clients — needs to look past the institution that is the billable hour, according to Baker McKenzie global chair Sunny Mann. “We all need to collectively move on in our thinking to get alternative fee arrangements working in the right way," he said on Bloomberg Law's On The Merits podcast. Mann spoke to Bloomberg Law reporter Roy Strom about how his firm is using AI to change its relationship with its clients, the role AI played in its recent layoffs of professional staff, and what it's like for him to lead a global law firm during a time when globalization may be on the wane. Do you have feedback on this episode of On The Merits? Give us a call and leave a voicemail at 703-341-3690.

This KSL Brightside Afterparty, Ethan and guest host John Clyde discuss the finer parts of the day. We kick the Afterparty off strong with James Franco claiming that he recorded an alien on his property. A new species of monkey was discovered in the Congo. An influencer billed eBay for posting on their social media page. 

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Lando Norris didn't break the part...but he still gets the penalty.Climb the ladder with me on Patreon: https://patreon.com/lawvsMcLaren has finally taken the grid drop we've been waiting for since Monaco...Lando Norris starts ten places lower at Spa. The F1 rulebook HAS allowed extra components because reliability was uncertain...but the parts fail and it's not Mercedes that suffer first. Also, the numbers don't care about your feelings.And with Kimi Antonelli and George Russell also facing the music regarding Formula 1 engine issues, this championship could easily be decided on who is the least prone to fragility. Watch out, Toto Wolff!#f1 #landonorris #formula1 #formulaone #f12026 #belgiangp #spafrancorchamps #fianews #mercedesf1 #f1analysis #f1news #motorsport #f1latest #f1updates #f1drama #f1gossip #f1drivers #f1teams The Engine Failing Its Way to the Title (& Billing Norris for It)https://youtu.be/2wI8xKneWSg Hosted on Acast. See acast.com/privacy for more information.

Welcome to Episode 432 of the Microsoft Cloud IT Pro Podcast. In this episode, Ben and Scott discuss how AI is not eliminating Microsoft 365 and Azure consulting, but it is changing what clients think they are buying. Your support makes this show possible! Please consider becoming a premium member for access to live shows and more. Check out our membership options. Show Notes Inside Consultants' Messy Shift From Hourly Billing Episode 431: Agent Governance Is the New App Governance Microsoft 365 Copilot readiness report Microsoft 365 Copilot usage report Microsoft Secure Score Sponsors Nasuni is a leading unstructured data platform for enterprises where file data is mission-critical for both people and AI. Nasuni powers the operational file layer where work happens — helping organizations manage, protect, and activate data so teams can work smarter, reduce costs, and operate securely without limits. Intelligink — Would you like to become the irreplaceable Microsoft 365 resource for your organization? Let us know!

For the CEOs out there, how are you planning out your weeks to keep your business humming for the short and long terms? Kiera talks about what it means to plan and delegate as the leader of your company, as well as three tips that CEOs of multi-million-dollar practices live by when it comes to success. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:01) Hello, Dental A Team listeners. This is Kiera, and I hope you are having an awesome day today. I hope that you're loving your life. I hope that you remember that we just are so lucky to live this life, that we are so lucky to work in dentistry, that we get to have our life calling. I am just so excited to podcast with you. I am coming in off the road. You guys know that when I've been on the road, it's a great time. I love seeing offices in person. I love working with teams. I love seeing how very simple.   pieces can actually help out a practice. And it was really, really fun. So I'm just excited. I'm I'm lit up and I hope you are too. So today I wanted to go through just a fun ⁓ I realize a lot of people listening and a lot of our clients and even myself included, a lot of what we're trying to accomplish as business owners is how do we become the CEO of our business and how do we block that CEO time and how do we actually work on the business? Like everybody says like you got to work on the business and not in the business. And I just get annoyed with that. I'm like, okay, but great. Like   Tell me what that actually means. Tell me what I'm supposed to do. And so today I wanted to break it into very much a what exactly does that mean? How do I actually do it myself as a CEO? Giving you guys some tips of what do you do on Sundays or when you block your time? How do you set up your week for success? So I think a lot of time it's ⁓ there was I think it's like if you fail to plan, you set yourself up for failure, something like that. Like there's a quote, I'm sure I could have done a better job on that.   But it's so many times people come in and they feel like they're just very reactive instead of proactive. And early in my career, there was a great client of mine who was like, Kiera, do you know how I prep for coaching calls? And I was like, How? He's like, I go to a coffee shop, I spend 30 minutes preparing for a call, I sit there, I ponder, I make sure that I'm very intentional. He's Do you know how sometimes you feel like you come into calls? Mind you guys, this is like Kiera, like two weeks into owning her own business. And I was like, He's like, You feel like you just rush to the call and ⁓   At that time he wasn't wrong. And it was a really great thing for me to recognize and I think about that often of what are we doing with our weeks as CEOs? Are we running into them haphazardly, not even prepared? Or are we like the client was where we take the time to plan, to prepare, to see what we can actually delegate to our team, to other team members on it, or are we just in reactive mode? I think it's more the how proactive are we versus how roactive are we. So I want to just walk you guys through specifically what I personally do, things that have worked well for my success, things that have worked well for clients that we work with.   To hopefully give you just some good tips of how you can set yourself up as a CEO and maybe start doing things a little bit differently. Like they say, success leaves clues. So let's give everybody clues and tools and different things that we all can do together. So that's what I wanted to do. ⁓ and also just realizing like you genuinely don't find time to work on your business. You don't find time to be a great leader. You don't find time for this. You have to create and make that time. So ⁓ one thing that I noticed is like,   we're going to work on how to stop reacting and be a bit more proactive. So I think when I look at it, you're trying to be a doctor, a manager, HR, scheduler, problem solver, like just answering all the problems and you're trying to do it in real time rather than sitting there focusing. And I will say when I look down the line, I can tell when I've been proactive and I can also tell when I've been very reactive. So I just wanted to kind of give you like three tips how specifically I do it, what I do, and what I've seen other offices do and other doctors do that are very successful. And like I said,   The my elite practices who are the multi-millions, who have multi-offices, who have their lives where it feels like they just have it together, these are things that they all do too. Now, how you do it, when you do it, that's gonna be up to you. But all of us do a lot of the same things. So ⁓ number one for me, I block my time on Sundays. So you can do it whenever. I do not like having the Sunday scaries. I don't like walking into my week. I also don't like to plan on Fridays. So whatever it is, I'm usually downright tired on Friday. And so   that's not usually my best day. So for me, it's on Sunday. So it takes me about I usually plan 30 minutes to an hour, is how long it takes. ⁓ and I still have a physical planner. So, however, it's gonna work well for you. But I like to see physical space. I'm a very visual person, and so I like to see my physical space. So I actually walk through and I go through my entire week. I map out exactly what is there, what's on the calendar, and I I go out four weeks. So I'm looking ahead to see.   What things are on the books, what meetings do I have? You could be looking at your production. So you could be looking to see what do you have coming up? What projects are coming up? What pieces are coming up. ⁓ like right now, mid-year, I'm looking at my taxes. So I'm looking in the different buckets of from as a CEO in the business, like what's my profitability, what's my culture, where are we headed? It's about to be mid-year. So I'm looking to see what what pieces do I need to get done there. I'm also looking for me, I've got podcasting, I've got meetings, I've got   Bookkeepers. I've got different people that I'm meeting with. And so where is that at? And I always am looking four weeks out. Now, office managers should also be doing this as well. So this is for doctors and OMs. What do I have coming? Like what's coming up on the schedule? What are the team challenges? I'm looking to see what team things need to get done. What projects are we doing? What initiatives are we rolling for this week, for the next week, and the following? What I found is when I'm on a four week run, I'm able to catch things, I'm able to ha better utilize my time.   I'm able to see like, gosh, we've got vacations coming up. Do we need to do more production right now? So I really, I personally, Kiera Dent loves looking four weeks out. So looking to see where it is. ⁓ and then I look at this week. So by looking four weeks out, I'm able to say like, where am I maybe put in meetings that I don't need to be a part of? ⁓ where am I missing? What team members are going to be out? What things do I need to proactively plan for? So I'm really looking and like overseeing a lot of those scheduling pieces. Now managers should be doing this as well, looking to see.   Do we have our schedules covered? Do we have different pieces? For me, I'm looking to see who can I delegate, who on my leadership teams in and out, consultants being on the road for you when our associates out. And I think when we proactively can look at this, we can look at our production. We can look at where am I working on the business? What big projects and initiatives do I want to get done? So for me, I just noticed that where it's at. I really do think doctors who are looking at their production a week out, two weeks out, three weeks out, four weeks out, you're going to be a lot more proactive and   I know a lot of dentists get into the rut of just kind of being robotic. Like we go and we do our exams. When you're constantly looking at your week, what is my production? What's my dollar per hour? How am I looking? What were my cases? Reviewing my cases last week, which closed, which didn't close, looking at my PL, looking at my numbers, looking at my meeting with my office manager, what things are on my plate that I could delegate to my office manager. I'm always looking. I also have a list of things that I write down. you can have it as a a digital version or you can have it as a paper version. I technically do both.   ⁓ but really looking to see what is my game plan. So that way when I walk in on Monday, it's very much prepared. I also am planning my leadership meetings. What things does my leadership team need to have in place? What do my consultants need to have in place? ⁓ what do I need to be relaying to our COO and our CFO and what things do I need to have them working on as the CEO? Like at the end of the day, the CEO, we are orchestrating. Yes, we do have a lot of people that work for us and with us. ⁓ but I'm orchestrating of   Who do I need? What meetings do I need to have? Where do I need to make sure that I'm running these pieces? So maybe you're looking at what do I need to get my lead hygienist to be working on? What things if my dental assistants could take over would help me out? How are our supplies? What are our budgets? This isn't saying you're managing the practice. And I hope that you're hearing of you're looking at to me, I feel like I'm kind of doing an inventory. It's almost like I'm going to go grocery shopping. Like what's the inventory of my business? Where are things and what do I need to have the different departments do? Because if I can proactively just   get people working on one or two projects throughout the week that don't rely on me, we're able to make a lot of movement and momentum. And I've actually found my friend and I, really, really successful CEO. We were talking about that. And he said, Kiera, could your business sustain without you being there for a month? And I thought about it and I was like, actually yes. Like I'm very proud of our team. I'm very proud of what we built. They could last a month without me being here. I've tried it, I've tested it, I know for a fact they can, I know they could go for longer than a month. But he said, but will they grow without you there?   And I've thought about that a lot. And so for me, when I'm taking my CEO time and I'm blocking my week, it's I believe we're almost like the wind in the sails. Our team is the boat. Our team is the sails. You as a CEO need to be the wind. So how are we going to grow? How can we work through our team and not have everything sitting on our shoulders? I'm very, very cognitive of what meetings am I in, what what projects are being assigned to me, what projects are assigned out there, what things have I not followed up on.   Who do I need to follow up on to make sure things are moving? And I will say it just it takes that load ⁓ off of my brain and allows me to really be present and to step into Monday in that week very confident, but also not just the week. We're looking at the month. And so we're always in this proactive piece. So really looking at the financials, looking at the business acumen, looking at what my OM should be doing, and then who can I delegate to? So the next piece to this is once I have it all mapped, once I've looked at it, once I've removed it.   Then I'm gonna be delegating. So I literally have a list of here's all the items Kiera has on her. Are these things really for me? Or who's better at that, who's more equipped, and who actually has the time to do it? So I will delegate out projects or tasks. Or if I know I have a big project coming up, so maybe we're working on operations manual, or maybe you're working on an Invisalign promo, or maybe you're working on ⁓ getting your hygiene period protocol written.   Are there people that can help you with this project that are just as good, if not better than you, that you could delegate out tasks to them? So I'm I'm really thinking in it's not even project management. It's more like, okay, I need to get these projects done. Who has time? Who's available to do this? And also whose responsibility is this? If Kiera's not the only one who can do it as a CEO, it doesn't sit on my plate. I'm going to pass it to somebody else. If it truly is only something me as a CEO can do, and that's not out of pride, ego, or things that I like.   I need to delegate it and make sure it's followed up with. So I look at my personal assistant, I look at my EA, what things can they take on? I look at our marketing team, our sales team, our rev team, our CRO, our CFO, our COO. Which ones of those can take these projects on? Who do I need to follow up with? So like truly, you delegate out to the team around you and you make sure that you're utilizing each of them. And so ⁓ I really think it's just a valuable thing. I think it sets you up for success. I know it sets you up for success.   And it's also working through your team. ⁓ we've been talking about this a lot in our leadership meetings and on our leadership team of how do you work, like how do you get everything done? And I think there's different types of leaders. There's those who want to just do it all themselves, and then there's those who work through their team. And working through your team is delegation, it's elevation, it's not abdication. It is really working through your team, meaning all of us are working together, all of us are getting the projects done. One person's not carrying the weight, and the rest of us are just sitting there.   on the boat alongside them, but we are working through the team. And this is how you prevent burnout. This is how we prevent having things stack up. This is how you're able to again be that like wind that pushes through the sales. So how do I work through my team? Because there's always a lot more that needs to be done that can't get done. How do I look at my systems? How do I review different pieces? I got to scratch those itches like maybe our finances aren't as tight. Maybe our billing's not as tight. Like let me look through this. It doesn't mean I need to do a deep dive. I can delegate and say, hey Sarah, I'm curious about our EOBs.   Can you take a look through the last three months and give me an assessment of where we're at? Like should take you about an hour. Do you have time to do that this week? I'd love that. And I'd love a report back by Friday. Absolutely got you. I make a note of the things I should follow up on as well because I don't like to delegate. I don't like to ask and then not follow up. And that's something that I will say I'm not naturally gifted at and something I have work really hard at. But really, it's a how do I plan my week? How do I work through my team? And then the next piece is when I do delegate, delegate outcomes not.   tasks. I think that this is such a a beautiful, different frame of mind to think of. ⁓ so with a team instead of calling overdue patients, it would be like you own the schedule, ⁓ I need you to call as many unscheduled or recare patients to get it full and to report your progress weekly. That's a different thing. So now it's a it's an outcome of owning the schedule rather than calling undue pay like overdue patients. Instead of working on our AR, it's we need to have our collections at 98%. We need, ⁓   are over 90 to be less than 15%, ⁓ or like go down the line of one month's worth of of production or and collections. So this way they're able to work on these items, report back to you, and to really have ownership over an outcome rather than a task. ⁓ this year's theme in our company is outcomes over activity. I'm really big on people owning an outcome, driving metrics, ⁓ and being owners over that and to really shine in their own direction. And so for you to   To give that ownership, ownership creates accountability. Delegation really will work when responsibly has a name attached to it. So what are we delegating? ⁓ and look to see what is that task? Does it align, making sure you have a really clear accountability chart too or organizational chart? Who does what in your organization? For me, I pull that out every single week and I'm like, okay, I've got these tasks. Who's the right person in the right seat to do this task and requirement? And who can I give ownership to this? So as we're looking at it, I think it's a   Can I block my week, my month, the next couple of weeks and look at it? Am I looking at my production? Am I looking at my overhead? Am I looking at my profitability? Am I game planning for that? Then am I taking that game plan to leadership? What are the issues that are outstanding? What things still are sitting on my mind that are taking up a mental load? Can I add that to my leadership team's agenda so that way it's off my mental load and it's there and then it's delegated, it's followed up on, it has accountability for it. Truly, like where are the parking lots for your brain? So it doesn't sit there and churn. Like,   I love our leadership meeting where we're able to put these items on there. What about in our hygiene department and our dental assistant department with my OM? Do I have agendas for those? So as I'm going through my week, these items that need to get done and resolved, is there a parking lot so I can relay this information? Do you have the meetings in place for me? I really love like every week. And people are like, you have so many meetings. And ⁓ I'm a proponent of less meetings, but meetings that are very effective. And I do run off the model of traction. So it's an every single week, it's a 90 minute.   leadership meeting and then we do have department meetings and I used to feel like it was so much. ⁓ but when meetings are run and they're run very effectively, which I believe the L10 model is one of the most effective meetings that are always productive as long as you're actually running them, calling out metrics and focusing on the most important things. We parking lot these issues that come up. That way there feels like it's a space for it. For me as a CEO, a lot more could move forward because I'm not having it sit on my brain, sit on my plate. There's a space where things can get delegated and discussed through.   and then having those direct reports, report back and having the follow-through follow-up. I found so many dentists get stuck because I feel like we have this churn in our brain, but there's nowhere to put it. There's no follow back loop from our office manager or management team back to us to say where are things at. So having those set cadence of meetings where I can delegate out, we can report up, we can work through our team, really allows the entire organization to move quicker and faster. There are some departments that might not need a weekly meeting. I found that hygiene.   Once your hygiene department's running and they're hitting their metrics and they're doing a great job, they're usually like once a month. And what they really prefer in hygiene is they're going to want to have trainings in CE and looking at our metrics and seeing how do we work as a department. But really, hygiene oftentimes is a self-sufficient department. Doctors, once month calibration is usually sufficient unless I've got an issue where I'm onboarding a new doctor. ⁓ dental assistant department, depending upon how they are, a lot of times they do need weekly training. ⁓ full team training oftentimes can be once once a month, and that's very effective and efficient.   Doctor and OM meetings every single week, non-negotiable. Leadership meetings every single week, non-negotiable. Those are things that I'm absolutely meeting with. ⁓ those things then can move forward. Billing meeting every single month. So that way you've got places, you've got agendas, you've got set times are set. And then we need to have some type of project management software where you as a CEO know all the projects moving forward have deadlines. They've got people assigned to them so it can loop back to you.   So hopefully that's just helpful for you ⁓ to stop like putting out constant fires, to stop having it churn in the back of your brain to have some structure, to be able to get that leadership structure in place. Because I found that ⁓ if you're trying to be the superhero and do it all, that's where burnout happens. that's where a lot of teams feel less empowered. That's also where you're actually enabling your team to not be there. Like you solving all their problems feels like you're helping them out, but it's actually creating dependency and it's creating burnout on you.   So what should happen is when teams ask questions and they immediately get answers, we gotta have it to where they can solve their own problems. If you as the owner are jumping in to solve patient issues or problems within the practice all the time, you have an empowered and lifted a leadership team. If the office manager is coming to you solving every single problem, like they've got to really be empowered to do this. And so really also teaching our teams to come up with their recommendations. What are three solutions to this problem? what options have you considered? What do you think we should do?   But really start helping your team and expecting them and rolling that culture out so that way as problems evolve and resolve, it's not just sitting on you. So hopefully that was helpful of prepping it on Sunday, how far out I look, what things I'm looking for, what we teach our doctors to do, what we help our leadership teams with our offices do, to really be able to scale, to have stability, to have like consistency. I think that that's one of the greatest things we're looking for is we want this structure, we want scalability, and we want it to be able to have great stewardship over our practices. So   If this is something you're struggling with, if you're like, my gosh, like this is my life, I feel like it's on that constant hamster will loop in the background where I never can let go. I feel like I don't know how to prep. Try it. Try prepping Sunday. Try prepping your week out. Reach out. ⁓ I think a lot of you are great clinicians and you do an amazing job. You have a very creative mind, maybe not a management mind. And so ⁓ I think sometimes that management skill needs to be taught, it needs to be trained, and it needs to be given to you in organization and structure. So reach out. I'd love to help you.   We help create those leadership systems and help build in accountability and help you delegate with confidence and how to help your team elevate to that level because they might not know either. So if you're looking for answers, great news, today's the day. Reach out Hello@TheDentalATeam.com. But I really just encourage and implore each of you to try and whatever it is, if it's a fr Friday for you, if it's a Sunday for you, look down the line, look at your emails, look at your tasks, look to see how you can work through that team.   Look one week out, two weeks out, four weeks out. Look at your production, look at where we're at, look at our billing, look at our collections. Really start to get into the mode of being a CEO. And right now you might be like, I don't even know what to do. Fantastic. Block the time. And I promise you, the more you do it and the consistent you are at it, the more it will start to become a habit, the more you're starting to see things because it's a consistent piece. Get those meetings, get those agendas lined up so you've got a parking lot for those ideas. Really start to build that structure. And I promise you, things will be so much easier for you. As always.   We are here. This is what we do. We're experts at it. So reach out. Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team  

More management and insurance knowledge in my newsletter: https://www.odysseymgmt.com/newsletter   Revenue doesn't disappear overnight. It slips away through denied claims, incomplete documentation, poor insurance verification, and small breakdowns that most dental practices never notice until the numbers stop adding up.   In this episode of Nobody Told Me That, Teresa Duncan sits down with Allyssa Mizenko, CEO of Zen Dental Support, for an in depth conversation about the hidden challenges of revenue cycle management. They discuss why insurance verification is more important than ever, how weak documentation leads to costly claim denials, why front office and clinical teams need to work together, and how setting the right financial expectations with patients can improve collections. Whether your practice handles billing in house or works with a billing company, this episode shares practical insights to help protect your revenue, strengthen your systems, and improve the overall patient experience.   Connect with Allyssa Mizenko Facebook: https://www.facebook.com/zendentalsupport Instagram: https://www.instagram.com/zendentalsupport LinkedIn: www.linkedin.com/in/allyssa-mizenko-8aa014387   Dental Claims Attachment Checklist: https://mizenkodallyssa.gumroad.com/l/tzcnjx —------------- Practice Management Power Day is happening in Denver, Colorado, and it is built for leaders who want real results. Learn directly from top practice management experts and industry speakers who know what it takes to run a profitable, organized, high performing practice. The event will take place on Friday, September 25 at the Vivos Institute, located next to the Denver Airport. Register now at: https://practicemanagementpowerday.com Podcast listeners use NTMT100 for a $100 courtesy.   ------------- I created Dental Revenue Network to foster collaboration and networking amongst RCM professionals. Billing company owners and billing professionals will have access to skill building sessions, current carrier news and insurance discussions beyond "what's the code?" Check it out - I hope you'll join! https://dentalrevenuenetwork.mn.co/ ------------- Synergy Dental Partners offers lower prices for your dental supplies and services https://www.odysseymgmt.com/synergy NTMT listeners receive a 2 Month Free Trial + a 3rd Month if you buy anything from any vendor during the trial period. Also, new Darby customers receive a $200 Darby statement credit with a purchase.  ------------- My insurance course Dental Insurance Design and Management is geared toward those who want to understand the how and why of insurance. As a loyal podcast listener, please use "NTMT" for a $75 courtesy toward your investment.  ------------- Visit odysseymgmt.com to check out my book, webinars and courses. -------------   **If you like the show then I'd appreciate a good rating. Tell your friends. Even podcasters ask for referrals!** YouTube: https://youtube.com/@odysseymgmt #Dentistry #DentalPractice #RevenueCycleManagement #DentalInsurance #DentalBilling  

Think about the last thing you did at work and forgot to charge for. A nail clip. A blood test. A “quick” ultrasound that never made it onto the invoice.One missed charge feels insignificant. Across an entire clinic, it isn't.  (It's estimated that the average veterinary clinic misses between 5% and 10% of its charges!)In this episode of our Tech for Vets series, Dr Patrik Holmboe from Nova Vet Family demonstrates SmartCapture, an AI tool that compares clinical notes with billed items to identify services that may have slipped through the cracks.But this isn't about chasing clients for forgotten charges or blaming individual vets. It's about finding patterns and fixing systems. Which charges are missed most often? Why are they being missed, and what can you change in your workflow to stop the same leak recurring?Patrik explains how SmartCapture learns the billing patterns of an individual clinic, and how clinic leaders can turn billing data into practical changes without simply telling the team to “charge better.”This episode includes a screen demonstration. You'll still get the important ideas on audio, but you can watch the video version on Spotify to follow the walkthrough.Resources mentionedLearn more about Nova Vet Family's SmartCaptureAAHA: Maybe Money Does Grow on TreesSubscribe to The Vet Vault newsletterVet Science Week 2026Vets on Tour conferencesASAV Annual Conference with the Veterinary Business GroupGreencross CONNECT26 Clinical ConferenceTopics and time stamps02:46 Meet Dr Patrik Holmboe & Nova Vet Family04:11 How SmartCapture Works06:45 The Scale of Missed Billing16:16 Potential vs. Confirmed Missed Charges21:11 Why AI Scribes Improve Results23:21 Turning Data Into Action25:29 Top Missed Charges & Tactical Focus35:28 Workflow & PMS Integration52:04 Wrap-Up & Newsletter

Kiera shares the three most common pieces of bad advice out there when it comes to growing a practice. She encourages doctors not to keep applying new pieces of information to growth, but to understand how to filter the best pieces for your practice — and shares three truths to making this happen. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera. And today we're gonna talk about a couple of lies feel so harsh, but I think these are maybe some misnomers, some beliefs that a lot of dentists are told about growing a practice that aren't true. Or they could be true, but they don't have to be true. So again, like I don't want to say it's lies. I just think it might be a possibly wrong way to look at things if you want. And so I want to talk about some of those like what are the   like three biggest lies, if you will, with air codes around lies. Because I think about a lot of advice is given to you about how to grow a practice, but I don't think it's all true. I think that there's ways that we can look at it differently and get different outcomes. And I don't think people are trying to mislead. ⁓ but I just I feel like it's incomplete. And so I want you guys to recognize that growing your practice and evolving your practice isn't about following more advice or doing more things. I think it's actually about filtering like what is the best way to do it. And for me,   Lazy or efficient, take your pick. I prefer the term efficient. ⁓ let's just get you the most efficient way to grow your practice that keeps you sane, that doesn't burn you out. Because again, I'm about the yes success model. It's all about you, making sure you're living your absolute best life, followed by earnings and profitability and then systems, structure, and scale for you. We've got to have those in place for you. And so I'm really, really big on growing, not for growing sake, but to grow in the way that's best for you, which is why vision and you are the most number one important thing. So when you go through this, I just   I want you to realize like we don't have to stay stuck, we don't have to say overwhelmed, and we don't have to plateau. But there's ways that we can walk through the most common lies, if you will, that are talked about with growth. And then three truths that actually will drive real sustainable growth for you. So number one that I hear a lot is like you just need more new patients. Now, this can be true. Like I said, lies are with an air quote, and you don't always have to be doing marketing spend and you don't have to constantly be attracting people. And like to me, it's constant marketing spend.   Attracting instead of retaining and full hygiene with low case acceptance. Like that can be some of the things. And what's wrong with that is a lot of offices, like when they're telling me, Kiera, we're at like 90 new patients a month. I'm like, cool, you got a backdoor open problem. Like, if we just close that back door, you probably wouldn't need as many new patients, but your ego is screaming, I need more new patients. Or I've got just all these patients coming through, and that's again, we're not retaining them. Or our hygiene schedule is full, but like our doctor schedule is wide open. Well, we don't have great case acceptance. So to me,   Gotta have like great patients coming in, retaining them, and follow through. So growth actually comes better from conversion, not volume. You do need both, which is where I don't think it's a lie. Like you do need patients. We gotta have at least 30 new patients per doctor per month in a like a GP practice. Pediatrics usually run in like 75 to 90, depending upon the the location and what we're looking for. So, like more patients aren't gonna fix leaky systems. So another   Another one, like I said, I'm gonna go through them and they'll tell you like some solutions to fix it. Work harder and produce more, like outproduce your problems, add more days, work longer hours, do more dentistry personally. But like that's burnout. I just had a doctor and she's like, Kiera, we talked about production and I just can't do it. And I was like, Yes, because you're not supposed to do it. We're supposed to have goals. We're supposed to have the whole team. Like I I was with an office and their goal is like twenty-five thousand a day.   But the dentist isn't doing all that and they're out by like four o'clock and we're just scheduling better and we're making sure all the hygienists are up to goal and each doctor's up to goal. Like profit doesn't always follow production. I don't care what your top line is, I care what your bottom line is. So you have to like there is a zone where a lot of doctors work more, but they don't actually make more or they like take home the same. And to me, that's nonsense. Like I'd rather you scale it back and have a small practice than having this high, I don't know, ginormous one and not taking home profit. So   You've got to have, we've got to have efficiency, we gotta have systems, and we gotta make sure it's not all on hue. And then like let's talk about what growth and profit are that we actually wanna hit, not just a top line number. So I I'm really big on like you don't have to work harder and produce more. There's actually a way of how like what do we really need to produce? How do we actually build a schedule? How do we use the entire schedule? How do we use our morning huddles to win rather than just produce, produce, produce? Okay.   Another myth is hire more people and we'll fix it. Like just throw money at your problems through hiring people, through doing this, like this thing will help us. Like, let's add team members. I have an office and I think they've got like 10 people in the front office. I'm like, my gosh, that's psychotic. Like, but everyone feels overwhelmed and overworked. And I'm like, yeah, because no one has clear job descriptions. No one has an end-of-day checklist. No one has like ownership of it. We just keep piling more and more people on rather than like, all right, what's broken? What's a true system? Because I typically say,   Per doctor, I want one for an office team member, except for if there's only one, then I want two. But that's usually a pretty good ratio. Office managers are like debatable if they're there or not. So if you look at that, this is where, but like we overstaff, but we don't have clarity. We got payroll, but like our payroll sky high, but we saw the same issues. Payroll should be sitting at 30%. Like that should be where we're at. Even if you're like here, it's so expensive. I'm like, I know, but we also can't overpay. We can't have so many team members. There are ways that we could like.   You can outsource. There's so many things that we can do. And that's not for me to say we can't hire people. It is for me to say, like, we got to be smart business owners too. So a lot of times people don't fix broken systems. Confusion scales with headcount. Trust me, I used to have a team of five. Now I got a team of 25. It's crazy. It's very thrilling. So, like, you can add more and more people, but if we don't have systems and processes and like,   clear job descriptions, you're just gonna create more chaos and you think you're gonna fix it, but you just add more, then you're stressed because your cash flow is less. It doesn't fix. You got have structure before you have growth. So people don't fix systems, systems support people. So a couple of now like truths. Okay. So we had like lies. All right. Number one, like I said, you just need more new patients. Number two is work harder and produce more. And number three was hire more people. It'll fix it. Now like I said, hiring people might fix it. Producing more could fix it.   having more patients could fix it. But things that are really going to help are like set systems. Like I was in a practice and I'm like, okay, we just need to get a set schedule. Like I said, they're like, I'm exhausted. I was like, perfect. What is each provider's daily goal? What's their hourly goal? What's our hygiene goal? We need to make sure those are in place. So that way it's not just reliant on one doctor. Now we got to look at our case acceptance. Let's look at our patient flow and let's look at billing. Like to me, a lot of these things like if I just fix case acceptance, I don't actually need a ton more patients. If I just fix case acceptance, it's like why don't we actually   clothes the patients that are in our chair. Can we do same-day dentistry for them? Can we get referrals from them? So I'm having quality patients come through. We're diagnosing and we're accepting. Like, what if I just have those? Like those things in place will actually grow your practice. Having 30 new patients a month per doctor is going to grow your practice. Having reviews that tie to that, making sure our collections are at 98%. So many offices actually are profitable, but they're not collecting the money. So they feel broke.   But I'm like, that's actually a system that's going to grow you. So like let's just go after a few systems that are gonna truly grab scheduling, block scheduling. What are the provider goals? Let's hit that. Let's talk about that at Morning Huddle every single day. Let's look at our case acceptance. Our case acceptance, if you're at GP, like we're not doing huge cases, you should be at like a 70% acceptance. If we are at all on X, I'm usually at like 35 to 40. What's our case acceptance? What are we closing? Are we doing single dentistry? Like what are we diagnosing? Are we diagnosing three tens of what we're trying to produce? If not, I need to go fix my case acceptance.   That is my system to fix. That's going to actually grow my practice. That's gonna put money on my books. Billing, just collect the dang money. Like fix that. That's actually gonna grow your practice. That's gonna grow your profit. That's what's actually gonna grow you. Now, another thing that's actually gonna grow you is having strong, strong, strong profit. You've got to have profit. Like that's gonna grow you. I don't care what your top line is, you gotta know your profit.   So, what how do we figure that out? We're gonna look at our BAM. We're gonna figure out exactly what our practice needs to make, including paying you. And then we're gonna make sure that we have enough patients, we have enough case acceptance, we have enough providers, we can block schedule this to actually produce it. Then we gotta make sure we're collecting it. Because if not, we're not going to get it. You have to be profitable. We gotta look at efficiency. How many team members do we actually need to have? What are their job descriptions? Have clear job descriptions, a KPI per person of a number that's gonna drive the business forward. That's going to fix our practice.   You don't need more people. You don't need more production. You don't need more overhead. We need to make sure our overhead is correct, that we're adequately staffed, that we have the correct amount of production and procedure mixes. Some people just don't do enough dentistry. Like you don't diagnose enough. I need you not to diagnose a single crown filling. I need it to be a crown if it's really a crown. If we can't do this, like we might not need as many team members. Can we outsource and use a biller that's not an in-house? I don't know, but there's ways to get creative. You've got to look at it.   For me, it's non-negotiable. Your overhead needs to be at 50% or less. Doctor pay needs to be at 30%. Our profit margin needs to be at 20%. You've got to go look at it. We either need to cut costs, increase production, or increase collections. One of those three things is gonna make you there. You've got to get profitable. It's not like that's really going to grow you. And sometimes growth comes from contracting. Businesses are like breathing. It's gonna expand and it's gonna contract. Sometimes we're gonna be a bigger team.   Sometimes we're gonna be a smaller team. I've done this myself. I've grown too much and I've had to cut. And then we grow again and then we have to cut. It's not because I'm trying to be irresponsible. It's because I genuinely need to like the business didn't grow as much as we thought it would. We now have to contract. You have to be able to make those decisions. Now I hope that you are not like grow, contract, go contract. Like let's not be like adding and cutting team members on a consistent basis all the time. Like more stability. But really look, what are the job descriptions? What is the KPI? If I hire this other person.   How much more revenue are they going to put in? What are they going to do? I get it. We want to help our team. But I was in a team the other day and they had an outsource builder and this builder was asking for more hours. And they were like, no, this is what you agree to. This is how many hours we want. Let's see if we can actually like what needs to get done. They're under staff. They have a front office team member that's out on maternity leave. But for that team to recognize like more hours doesn't fix our problems. Like we need to be more efficient. How can we be more efficient? A lot of team members, when I go into offices, are not being fully utilized.   So before you go and say, like, we need more team, maybe we should look at their job descriptions, maybe look at our org chart. Let's look at what people are doing and what they should be doing and what they're capable of doing. And then let's see how we can like simplify things. What things can we like delegate out? What things can we hire out? What does that look like? Because if we can get those things put into place, do you realize how much happier every single person is? These are the things that actually grow a practice. Looking at your numbers, knowing your profit margins, having the systems in place that actually put money on your books, hygiene.   Let's talk about hygiene. Making your hygienists are doing three times their pay. That's going to grow your business. It's not like just pump new patients in. It's not pump production on the books. It's not these things like work harder. It's not that. It's genuinely right, people. Let's look at our numbers. Let's see. Now it's like okay, if I know the payroll should be at thirty percent, I now have the dollars allotted for that amount. How I spend those dollars is your decision. It's your discretion. I don't really care.   But you know the metric. So if you know the metric, you know most offices are able to accommodate this. You've got to figure out how for you you can accommodate this. Do I need to increase my production? Then can I look at my block schedule? Can I look at different ways? Can I look at my case acceptance? Can I look at my diagnosis? Do we have better handoffs amongst all of us? What little things are gonna be able to grow you and your practice? That's going to be like those things actually put money on your books. Those things actually move you forward. Like I said, they're not necessarily lies because you do need patience, you do need production, and you do need people.   But making sure that we're not pumping money into those areas or we're forcing those things to grow our business. There's a lot of ways that we'll actually grow your business with a lot of less effort. So look at your practice. And I want you just to say, like, okay, what is my payroll? What is my overhead? What is what is my bam, the barriers minimum of my business? What do I need to produce and collect in my practice? Let's start there. And if I'm like   Someone told me the other day that their payroll was 40%. I was like, okay, great. We have two choices. We can either produce more and collect more, or we can find where we're inefficient and what things we need to change. I don't care. You know the metric, you know it. And then you have a choice. You can either do it or not. But this is what's going to grow your practices and grow your bottom line. And these are not as being cutthroat. These are industry standards across the board. If your hygiene team's not producing three times the pain, you're like, but I'm in California. I know I hear you. Practices are able to do it.   It's just like the four-minute mile. If someone else is able to do it, let's get creative and see how you can do it. I would recommend cutting the excuses and starting to look for truth, starting to look for how, what are the solutions. Kiera Dent is well known for a famous line of there's always a solution, let's find it. So I want you to really truly, what is the solution? What's really going to grow your practice? And if you're stuck, if you don't know, I'd love to cut through the noise for you. I feel like I play Mario. Like I see all the little, like, I don't know, glitterally.   Like, here's your gold star. Here's this thing. It's above your head. Like, my gosh, if they just increase their case acceptance and they fix their blocks and they knew their number, all the practice will grow. In my own business, I struggle with that. In your own business, it's hard to see it. So sometimes you need somebody who's got a bird's eye view, someone who's sitting above the noise, someone who's able to cut through that, someone who's able to say, these are the three systems we're going to put in place first. This is going to grow you exponentially. Let's get the business fundamentals for you. Let's actually grow your business for what you want, not just   So like playing like whack-a-mole and trying all these things that don't actually move you forward. So hopefully that was able to give you three lies and three truths, things that will actually move you forward. And like I said, they're not lies. They're just things that I feel a lot of people put effort and energy in trying to solve their problem rather than doing the work. It's like I want a six pack, but until I get on that freaking floor, I can do a lot of things. There's even things to help me lose weight now. But until I want that six pack, I gotta do the work to get there. So for you.   We gotta do the work that's actually gonna grow your practice, not just like create noise and make it feel like we're moving. ⁓ I love this quote. I don't remember who said it, but they said, Don't confuse progress with motion. A rocking horse has motion, but there's no progress. And I love thinking about that because when we think about it, that can be that can be something I think we feel. Like you are having   motion but it you're not progressing. And like they say, I think it says Alfred A Montagu. I think sorry if I said that wrong. I'm really sorry, but it says don't do not confuse motion and progress. A rocking horse keeps moving but does not make any progress. So for you, are the things that you're doing actually making progress or do they just feel like motion? Because we've got to make sure we're making progress. We're actually growing. We're not just doing motion. So reach out. I'd love to help you. And if this helped   Or you thought about it or spurred it, please share it with somebody. Leave us a review. I'd love you guys to take time to get more people, more offices, just like you to be part of our Dental A Team family. I adore you. You're doing better than you think you are, and I'm happy to help you in any way we possibly can. Reach out, Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.

Moving away from insurance can create fear for dentists who worry patients will leave, the team will resist, or production will suffer. In this episode, Kirk Behrendt brings back Dr. Troy Schmedding, a private practice dentist in Walnut Creek, California, to explain how he transitioned out of insurance participation, rebuilt his practice around quality and communication, and created more control over how he practices. You will learn why team alignment matters, how to communicate insurance changes with patients, and why quality and customer service are essential for an out-of-network model. To learn how one dentist reclaimed control by ditching insurance and prioritizing quality, listen to Episode 1070 of The Best Practices Show!Main Takeaways:Dentists often struggle to leave insurance because of fear and self-limiting beliefs about whether their patients will stay.A practice can become less busy but more productive when it is well-managed and focused on quality care.Going out-of-network requires strong communication with the team and with patients.Patients respond better when the conversation focuses on quality of care rather than complaints about insurance companies.Billing insurance on behalf of patients remains an important customer service step after leaving insurance networks.Patient referrals can become stronger when existing patients value quality, service, and the practice model.A successful out-of-network practice depends on having a team that supports the doctor's vision and communicates well with patients.Snippets:00:00 Introduction to Dr. Troy Schmedding and the topic of moving away from insurance.01:09 Kirk introduces Dr. Schmedding and the Best Practices Show.04:15 Dr. Schmedding explains how insurance reimbursement cuts influenced his decision-making.06:51 Fear and self-limiting beliefs keep dentists from changing their insurance model.10:49 Team alignment is necessary before making major insurance changes.13:54 Referrals shift when patients understand and value the practice model.15:06 Dr. Schmedding shares his perspective on dentists' frustration with Delta Dental.17:54 Kirk and Dr. Schmedding discuss the future of out-of-network private practice.21:28 Dr. Schmedding explains what dentists often misunderstand about his practice model.23:00 Dr. Schmedding discusses his upcoming Smile Source Exchange presentation.24:54 Final thoughts & ClosingGuest Bio/Guest Resources:Dr. Troy Schmedding is a honors graduate of the Arthur A. Dugoni School of Dentistry in San Francisco, California. He maintains a private practice in Walnut Creek, Ca. where he focuses on aesthetic and functional dentistry. An Accredited member of the American Academy of Cosmetic Dentistry, he lectures both nationally and internationally on aesthetics and restorative materials. He has also written and published numerous articles on restorative materials and protocols in numerous dental magazines. Dr Schmedding also serves as a Key Opinion Leader for numerous manufacturers helping develop and bring new products to market.Resources mentioned in this episode:Dr. Troy Schmedding on Instagram: https://www.instagram.com/troyschmeddingdds/Smile Source Exchange: https://smilesource.com/exchangeMore Helpful Links for a Better Practice & a Better Life:The Best Practices Show: https://www.actdental.com/podcast/Best Practices Association: https://www.actdental.com/bpaUpcoming Events & Workshops: https://www.actdental.com/events/Smile Source: https://www.smilesource.com/Subscribe on Apple Podcasts: https://podcasts.apple.comSubscribe on Spotify: https://open.spotify.com

Send us Fan MailQ1 2027 cash flow crisis. That is what is waiting for every OB practice that does not have a plan in motion by October. Not because the codes are hard. Because the time ran out to prepare for them. Knowing what is changing and being ready for it are two completely different things. In the OB Global Coding Series finale, Dr. Heather Signorelli walks through the exact ninety-day month-by-month plan to be ready on January 1, 2027 — payer contracts in July, EHR templates and workflows in August, provider training and shadow audits in September, refinement through Q4. Month 1 · July · Payer contracts: Your contracts reference specific CPT codes. When 59400 and 59510 disappear January 1, those contracted rates disappear with them. Identify your top five payers by maternity volume. Reach out to each provider rep with a written timeline question. Model your current revenue per episode before negotiating. Use the ACOG payer advocacy toolkit. Submit written notice of intent to renegotiate before July 31 to get into the Q4 queue. Month 2 · August · EHR + workflows: Systems first, people second. Rebuild prenatal, postpartum (inpatient and outpatient), and labor management templates. The labor management templates are built from scratch since 59080 – 59083 have no legacy. Build the multi-provider attribution protocol, the same-day postpartum hard stop, and the modifier TH automation. Month 3 · September · Provider training + shadow audits: Mandatory training for all clinical staff. Show providers their own notes and the dollar difference between what they wrote and what they could have written. Run shadow audits monthly: twenty prenatal notes, ten labor management, ten postpartum rounding. Track results by provider. Brief the front desk on the patient-facing talking points. September 1 is the ACOG testing date — NOT a payer compliance deadline. Submit test claims to your top three payers and watch what comes back. Q4 · Refinement, not crisis: October: follow up with payers for written fee schedule confirmations. November: CMS finalizes RVUs — update your revenue model with real numbers. December: billing team readiness check. January 1: go live. The practices that did the Q3 work transition smoothly. The ones that did not are scrambling. The reframe: The elimination of the global OB codes is not a threat to your practice. It is a correction. OB/GYN has been undercompensated for the complexity of maternity care for thirty years. That ends January 2027, if you are prepared.RESOURCES BLOCK Save your seat: Live OB/GYN Global Codes Update Webinar (July 7, 2026, 4:00 PM ET) · eligibility.natrevmd.com/obgyn-global-updates-webinar Book a 1:1 with Dr. Signorelli · calendly.com/heather-natrevmd/ Full series playlist: EP188 · EP189 · EP190 · EP191 · EP192 (https://natrevmd.com/podcast/#) Practice Revenue Leak Scorecard · eligibility.natrevmd.com/nrm-revenue-scorecard-v3 Payment Posting Audit Checklist · eligibility.natrevmd.com/payment-posting-checklist RECOVER Diagnostic Quiz · natrevmd.com/quiz 

More management and insurance knowledge in my newsletter: https://www.odysseymgmt.com/newsletter   What if we could identify hidden tooth cracks and structural damage before patients experience pain? In this episode, I sat down with Dr. Cherilyn Sheets to discuss InnerView AI, a dental diagnostic technology that helps detect cracked teeth, failing restorations, implant issues, and other hidden dental problems that may not appear on traditional X rays. Dr. Sheets explains how measuring tooth movement under load provides a new way to evaluate oral health and improve early diagnosis.    Dr. Sheets shares the research behind InnerView AI which was new to me. As the conversation continued I became more excited by how it could strengthen dental documentation and improve treatment acceptance. We talked at length about treatment presentation. You'll want to hear how we communicate more simply with visual diagnostic proof. Patients don't necessarily want to understand the science behind the diagnosis but they all want to know how to move forward. I hope this episode helps you with those conversations.   Connect with Dr. Sheets  Website: www.perimetrics.ai Linkedin: https://www.linkedin.com/in/dr-cherilyn-sheets-dds-a2841311/ Email: CGSheets@ncofi.org   —------------- Practice Management Power Day is happening in Denver, Colorado, and it is built for leaders who want real results. Learn directly from top practice management experts and industry speakers who know what it takes to run a profitable, organized, high performing practice. The event will take place on Friday, September 25 at the Vivos Institute, located next to the Denver Airport. Register now at: https://practicemanagementpowerday.com Take advantage of Early Bird pricing through July 4th!  ------------- I created Dental Revenue Network to foster collaboration and networking amongst RCM professionals. Billing company owners and billing professionals will have access to skill building sessions, current carrier news and insurance discussions beyond "what's the code?" Check it out - I hope you'll join! https://dentalrevenuenetwork.mn.co/ ------------- Synergy Dental Partners offers lower prices for your dental supplies and services https://www.odysseymgmt.com/synergy NTMT listeners receive a 2 Month Free Trial + a 3rd Month if you buy anything from any vendor during the trial period. Also, new Darby customers receive a $200 Darby statement credit with a purchase.  ------------- My insurance course Dental Insurance Design and Management is geared toward those who want to understand the how and why of insurance. As a loyal podcast listener, please use "NTMT" for a $75 courtesy toward your investment.  ------------- Visit odysseymgmt.com to check out my book, webinars and courses. -------------   **If you like the show then I'd appreciate a good rating. Tell your friends. Even podcasters ask for referrals!** YouTube: https://youtube.com/@odysseymgmt #Dentistry #DentalTechnology #CrackedTeeth #ImplantDentistry #DentalDiagnostics  

Got questions? Send Ericka a Text!Twenty browser tabs. Constant timeouts. Portals that never match your workflow. If you've ever felt like dental billing is less about skill and more about surviving fragmentation, we're saying the quiet part out loud and giving you a clearer path forward. Jen and I unpack the “command center” concept: the practical system that pulls critical billing knowledge out of sticky notes, personal notebooks, and one overwhelmed team member's memory, then turns it into a shared, durable source of truth.We talk through what actually belongs in that command center so a practice can run with consistency: credentialing and CAQH details, NPIs and tax IDs, portal access and payment methods, EOB and EFT storage, end-of-day reporting, and a structured billing meeting framework that gives the doctor real visibility beyond “what's in the bank.” We also dig into the cultural side of billing performance, including why doctors often measure the wrong things, why billers feel personally attacked by questions that should be normal, and how simple structures like pre-meeting forms and situational reports change the tone and the outcomes.Then we shift into what we're building next. Insurance has used AI in claims adjudication for decades, and too many practices are still fighting denials with manual work, copied templates, and hours of chasing. We share what we're beta testing now: an API-integrated billing command center designed to reduce the grind by automating pieces like EFT retrieval, eligibility, claim tracing, denial tracking, and appeal letter generation, so the biller can spend more time making decisions and less time hunting for data. If you want to see what it looks like, grab the link in the show notes, join the wait list, and book a quick demo, then subscribe, share, and leave a review so more practices can stop running billing on hard mode. Interested in a Demo of Dentiq - The Billing Command Center? Get on the interest list here:https://4063-dentiq.systeme.io/waitlistGet your Dental Billing Toolkit Here:https://www.dentalbillingdoneright.com/the-dental-billing-toolkitDownload "The Most Underused Codes in Dentistry - And How to Get Them Paid" checklist here:https://docs.google.com/forms/d/e/1FAIpQLSfxnnfSlNd0NPhMoBWq-1D_xU5R8LS4xPhHNKIjfLQwStOUag/viewform?usp=headerSchedule a billing chat with Ericka:https://calendly.com/ericka-dentalbillingdoneright/30minEmail Ericka:ericka@dentalbillingdoneright.comEmail Jen:jen@dentalbillingdoneright.com

In this episode, Dr. Bryan Laskin exposes one of the biggest blind spots in dentistry: the lack of care traceability. While practices can prove every dollar collected, most cannot prove what happened after a diagnosis was made.   For dental leaders, DSOs, and practice owners, this creates a costly visibility gap that impacts patient outcomes, treatment acceptance, referrals, and revenue.   Discover why care traceability is the missing link between diagnosis, treatment completion, patient trust, and revenue.   #Dentist #DentalLeader #DSO #PracticeGrowth

On today's episode, Dr. Mark Costes sits down with Shreyas Parab, co-founder and CEO of Daydream, to talk about how AI is reshaping dental revenue cycle management. Shreyas shares how growing up in his mother's dental practice gave him firsthand experience with the stress, complexity, and financial impact of insurance billing. After stepping in to run her practice during a family health crisis, he saw just how much practices lose when verification, claims, denials, and payment posting are not handled with precision.  The conversation dives into how Daydream uses AI agents and human oversight to automate insurance verification, submit claims, post payments, appeal denials, and recover outstanding insurance AR while giving practices better visibility and control. Shreyas also explains why inaccurate insurance verification can damage patient trust, how outsourced billing can fall short without quality controls, and why aligned incentives matter when choosing an RCM partner. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.daydream.dental https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

What's up bros? Well we're now finally done with all of this and after getting absolutely nothing at the reunion out of the two in question, we thought maybe, just maybe we'd get something of substance out of these two but nope. Billing this up to be some all time special sit down where we'd finally get them to open up about everything was an absolute sham. They just spouted the same sad victim stories without any regard for any one else's feelings and we're still here wondering if we'll ever get anything useful or remorseful out of them. But whatever, stretch it into another episode guys! Learn more about your ad choices. Visit megaphone.fm/adchoices

Show Notes Your fee schedule is a revenue ceiling. And for most independent practices doing over $3 million a year, that ceiling is set too low in ways that never generate a denial and never appear on a standard report. EP186 covers the five gaps that are quietly capping your revenue, the exact fix for each one, and three actions to run this week. Gap 1 — Billing Below Your Own Allowables: You negotiate a better payer contract. The billing system does not get updated. The payer pays what you billed, not what you are owed. A practice with 20 high-volume CPT codes averaging a $10 billing gap across 800 monthly claims is losing $8,000 a month, $96,000 a year, from a contract they already won. Gap 2 — Inconsistent Fee Schedules Across Locations: A secondary location runs on its legacy fee schedule from before acquisition. Location A bills $210 for a procedure. Location B bills $165 for the same code. A site doing 400 visits a month with a $35 average billing gap is under-billing $14,000 a month, $168,000 a year. Gap 3 — No Medicare Multiplier Anchor: Fees set by instinct drift downward every year while costs move in the opposite direction. The fix: anchor to 200–300% of the current Medicare allowable and recalculate every November when CMS publishes updated rates. Gap 4 — Suppressing Global Fees for Self-Pay Patients: A practice protecting 15% self-pay volume by keeping fees low inadvertently discounts 100% of encounters. 850 commercial patients billed $40 below the correct rate: $34,000 a month, $408,000 a year. The fix: raise the global fee schedule and implement a separate documented sliding fee scale for uninsured patients. Gap 5 — No Annual Fee Schedule Review: A fee schedule that is right in year one becomes the revenue leak of year five. A $4 million practice drifting 3% below where it should be loses $120,000 a year in collectible revenue. Over five years: $600,000. The Five Fee Schedule Gaps at a Glance: Billing below allowable → Payer pays billed charge, no alert → up to $8K/month Location fee inconsistency → Lower site appears compliant on reports → $3K–$15K/month No Medicare multiplier anchor → Fees drift, no logical update trigger → Compounds annually Artificially low global fee → Self-pay policy masks commercial discount loss → $5K–$20K/month No annual review → Costs rise, billed charges flat → 3–5% margin erosion per year Three actions this week: Run the top-20 CPT code comparison — billed charge vs. highest commercial contract allowable Anchor your fee schedule to the Medicare multiplier — recalculate for this year Put the annual fee schedule review on the Q4 calendar today — first week of November, billing manager named as owner Episode breakdown: 00:00 The fee schedule is a revenue ceiling 02:30 Why silence in billing costs more than denials 05:00 Gap 1: Billing below your own allowables 09:00 Gap 2: Inconsistent fee schedules across locations 13:00 Gap 3: No Medicare multiplier anchor 17:00 Gap 4: Suppressing global fees for self-pay patients 21:30 Gap 5: No annual fee schedule review 25:00 Three actions this week 29:00 Free resource + EP187 tease Resources Mentioned NEW LEAD MAGNET  Primary resource this episode: 30-Day Revenue Recovery Plan. Payment Posting Audit Checklist is tertiary. 30-Day Revenue Recovery Plan (free): eligibility.natrevmd.com/nrc/-30day-revenue-recovery-plan Book a free 30-minute call: calendly.com/heather-natrevmd Practice Revenue Leak Scorecard (free): eligibility.natrevmd.com/nrm-revenue-scorecard-v3 Payment Posting Audit Checklist (tertiary): eligibility.natrevmd.com/payment-posting-checklist CMS Medicare Physician Fee Schedule: cms.gov (updated annually each November) 

This episode of PT Breakfast Club is a practical conversation about value, access, content, and revenue in physical therapy. Jimmy McKay, Tony Maritato, and Dave Kittle start with a wild sports pricing example, then bring the conversation back to the clinic: why do PTs struggle to charge for expertise when other industries clearly understand premium access?The group digs into insurance reimbursement, cash-pay models, YouTube memberships, creator burnout, and why patient education content may become a serious business asset for PTs and clinic owners.Key Insights• People pay for access, status, trust, and simplicity. PTs need to understand which of those they are actually offering.• Billing codes can train clinicians to think in units instead of outcomes, expertise, and value.• Premium PT care and broad access are not opposites. A clinician can charge more for high-touch care while also creating lower-cost education through content, memberships, and video libraries.• YouTube memberships may be a practical way for PTs to build education-based revenue without building a custom app.• The biggest content barrier for many PTs is not editing, gear, or planning. It is confidence, consistency, and fear of being judged.• A shared rehab creator network or launchpad could help PTs, OTs, and SLPs build audiences faster than working alone.• Corporate content often fails when it feels like an ad too early. Trust has to come before the close.Why This Matters For PTs And Clinic OwnersClinic owners are under pressure from reimbursement, staffing, burnout, and rising patient expectations. This episode pushes the profession to think beyond the visit-based model and ask: what else can expert clinicians build with their knowledge?For individual PTs, the message is simple: your expertise can create value outside the treatment room, but only if you are willing to publish, test, learn, and keep going.Hosts / GuestsJimmy McKayPT PintcastTony MaritatoTotal Therapy Solution - Physical Therapyhttps://www.youtube.com/c/TotalTherapySolutionDave KittleThe Dave Kittle Showhttps://www.youtube.com/@thedavekittleshowSponsorsSaRA Healthhttps://sarahealth.comEMPOWER EMRhttps://empoweremr.comU.S. Physical Therapyhttps://usph.comSubscribe & FollowApple Podcastshttps://podcasts.apple.com/us/podcast/pt-pintcast-physical-therapy/id1000443325Spotifyhttps://open.spotify.com/show/3LmMUT64yrUc2iGo9EmafcYouTubehttps://www.youtube.com/@PTPintcastLinkedInhttps://www.linkedin.com/in/jimmy-mckay-pt-dpt-a4207659/Instagramhttps://www.instagram.com/ptpintcastX / Twitterhttps://x.com/PTPintcastWebsitehttps://www.ptpintcast.com/

Rachel and Chris on the show this week to discuss a series of big changes over the last, say, six months or so with our billing system. We've essentially re-written this thing several times, and obviously this is the best time. Having three plans, two payment providers, teams, and fifteen years of history is a lot to manage. An important aspect of the journey was getting the billing information into a single table in our database, and relying more on dynamic calls out to the payment providers when needed rather than trying to keep too much data in sync. Of course we wanted to clean up the codebase and get payment APIs ported over to our latest system, but the biggest need this was all satisfying was UX. We wanted a proper pricing page, better pages for people to manage their billing, and really easy upgrade modals inside our 2.0 editor. The good news is, it all worked. Time Jumps

Some of the best builder questions are the ones that do not always get asked out loud. This episode has questions that come straight from the MC Community and gets into pricing tiers, labor rates, first admin hires, dead leads, subcontractor agreements, and the systems that help make a construction business easier to run. Sign up for the Modern Craftsman Community:

1. King Charles III’s Visit to the U.S. King Charles addresses a joint session of Congress, becoming only the second British monarch to do so (after Queen Elizabeth II in 1991). The visit is symbolic of deep historical and constitutional ties between the U.S. and the U.K., especially as America approaches its 250th anniversary. Shared Anglo-American legal traditions (Magna Carta, English Bill of Rights, John Locke). The irony of honoring a British monarch given America’s revolutionary origins. King Charles is portrayed as: Surprisingly humorous and personable, using dry British wit. Well-received across party lines, including Democrats who previously opposed “monarchy symbolism.” President Trump is quoted praising the King’s speech and leveraging the visit to reinforce themes of heritage, liberty, and national identity. 2. FBI Raids on Alleged Somali Fraud Operations The FBI conducts 22 raids in Minnesota, reportedly targeting childcare centers accused of defrauding federal programs. Allegations include: Billing for childcare services not provided. Large-scale misuse of taxpayer funds. Claims that some funds were diverted abroad (including alleged terrorism links—presented as accusations, not proven facts). Specific political figures (e.g., Ilhan Omar, Governor Tim Walz) are accused by the speakers of: Ignoring, enabling, or benefiting politically from the alleged fraud. Ben and the Senator praise the Department of Justice and Trump administration for aggressive enforcement, framing it as overdue accountability. Welfare recipients owned luxury vehicles (Tesla, Porsche, Lamborghini, Ferrari, etc.). Exploited eligibility loopholes like Broad-Based Categorical Eligibility (BBCE). Weak identity and asset verification enabling fraud. The welfare system is: “Fraud by design,” incentivized to maximize dependency rather than enforce eligibility. Poorly monitored by Democratic-led states. The narrative argues for tighter controls, asset checks, and stricter enforcement. Please Hit Subscribe to this podcast Right Now. Also Please Subscribe to the 47 Morning Update with Ben Ferguson and The Ben Ferguson Show Podcast Wherever You get You're Podcasts. And don't forget to follow the show on Social Media so you never miss a moment! Thanks for Listening YouTube: https://www.youtube.com/@VerdictwithTedCruz/ Facebook: https://www.facebook.com/verdictwithtedcruz X: https://x.com/tedcruz X: https://x.com/benfergusonshowYouTube: https://www.youtube.com/@VerdictwithTedCruzSee omnystudio.com/listener for privacy information.

Federal and state authorities report investigating hospice and home health care fraud in California, primarily involving Medicare and Medicaid billing. A federal anti‑fraud task force, formed in mid‑March, is described as coordinating with the Centers for Medicare & Medicaid Services (CMS) to identify providers showing indicators of improper billing. According to figures cited, hundreds of hospice providers and several dozen home health agencies in California have had payments suspended while investigations are ongoing, involving an estimated hundreds of millions of dollars in suspended or questioned claims. A significant portion of the flagged providers are located in Los Angeles County, with authorities citing patterns such as unusually high billing volumes, shared addresses among many licensed hospices, and lack of evidence of active operations. Law enforcement actions mentioned include search warrants, arrests, and criminal charges against individuals accused of submitting fraudulent claims for hospice services that were allegedly unnecessary or not provided. Investigators allege some schemes involved: Enrolling beneficiaries who did not meet hospice eligibility criteria Billing for “phantom” patients or services Using stolen or improperly obtained personal information Operating multiple hospice entities from the same physical location California state officials and the state Department of Justice are reported to be conducting hundreds of active investigations, sometimes in coordination with federal agencies such as the FBI and CMS. State audits and prior investigations had previously flagged weaknesses in licensing oversight, including multiple providers sharing addresses, insufficient inspections, and limited enforcement capacity. Proposed or mandated regulatory reforms discussed include: Enhanced background checks for hospice operators Restrictions on multiple hospice licenses at a single address Increased on‑site inspections Stronger pre‑licensing verification requirements Please Hit Subscribe to this podcast Right Now. Also Please Subscribe to the The Ben Ferguson Show Podcast and Verdict with Ted Cruz Wherever You get You're Podcasts. And don't forget to follow the show on Social Media so you never miss a moment! Thanks for Listening X: https://x.com/benfergusonshowYouTube: https://www.youtube.com/@VerdictwithTedCruzSee omnystudio.com/listener for privacy information.