Revenue Recovery That Pays for Itself–Fixing Hidden Leaks [PODCAST]

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Revenue Recovery That Pays for Itself–Fixing Hidden Leaks

In this episode, Beverly Neal-Clinton, Marine and Co-Founder of Serve Heal Recover discusses revenue recovery that pays for itself by fixing hidden leaks.

Highlights of this episode include:

• How remote care and RPM models create a new revenue stream without adding more burden to the physician or staff
• What specifically changes in the day-to-day workflow when Medicare Part B RPM and remote care programs are implemented
• Health and wellness, coaching, remote patient monitoring, and Brain Health Plus
• How 100% staff-free or low staff models actually work in a private practice environment
• How clinical gains translate into sustained Medicare Part B revenue and practice stability
• How to structure the financial side to start RPM and remote care under Medicare Part B without capital investment or overwhelming complexity
• servehealrecover.com

Kelly Wisness: Hi, this is Kelly Wisness. Welcome back to the award-winning Hospital Finance Podcast. We’re pleased to welcome Beverly Neal-Clinton. Beverly is a Marine and the co-founder of servehealrecover.com with her partner, Tim Meuret, an Air Force veteran. Together, they have created a healthcare revenue recovery firm that helps medical practices fix systemic billing issues, recover loss income, and protect compliance so they can focus on patient care instead of paperwork. She specializes in turning chronic revenue leaks, especially in rural and under-resourced communities, into sustainable cash flow and growth. Through her work with physicians, clinics, and pharmacies, Beverly is known for translating complex Medicare, Medicaid, and commercial payer rules into practical step-by-step strategies that front desk teams, billers, and clinicians can actually implement.

In this episode, we’re discussing revenue recovery that pays for itself: fixing hidden leaks. Welcome. And thank you for joining us, Beverly.

Beverly Neal-Clinton: Oh, Kelly, it’s a pleasure to be here. You’re a great interviewer because we’ve had tons of little conversations off the record. So, I’m excited to be here. Thank you for having me.

Kelly: Well, thanks for joining us. And let’s go ahead and jump in. So many independent primary care physicians feel squeezed by Medicare Part B reimbursement cuts. How does your remote care and RPM model create a new revenue stream without adding more burden to the physician or staff?

Beverly: We’re all doing more with less right now. And I always preface that, but then I come back to say, we are not shortchanging on content. I don’t ever want us to think we’re losing anything there. So right now, a lot of independent primary care docs are getting paid less to do more. They don’t have the bandwidth for one more thing that loads up their staff. And so, what we’ve done at Serve – Heal – Recovery is build a second revenue engine under Medicare Part B that rides along with their office visits. We bring remote care layer in by staff monitoring, engagement, documentation, and the physician actually gets to keep the billing and clinical control. So just think of a two doc clinic in a small town, which is, again, my scenario where I lived. They were terrified of any new programs because their desk was already drowning. And when we turned on the remote care for just 60 of their highest risk Medicare patients, the only real change for that practice was a short consent script in the visit and a few crisp alerts in the inbox. And then six months later, they had a new steady stream of Medicare revenue coming in every month. And the office manager actually said to me, “It feels like we’ve added a whole service line without adding a single employee.” And that’s the experience that we’re shooting for. We want people to know that we do all of the grunt work, all of the heavy lifting, because I’ve been in offices where literally the office manager was now answering the phones, and they’d come in on the weekend because their records person quit. So, this is a scenario we’re familiar with.

Kelly: No, and what a great compliment to receive. You and your staff. It’s very telling about your service and what you actually can provide for these clinics. So, your process is described as, quote, “turnkey and minimal workflow interruption.” For a small private practice, what specifically changes in the day-to-day workflow when they implement your Medicare Part B RPM and remote care programs?

Beverly: Great question. So, for a small practice, turnkey is either real or it’s a dirty word. So, I like to be very concrete when I say that. So, day to day, the changes are small and intentional. During visits, the doctor has a brief baked in conversation with eligible Medicare patients about what RPM is and the ongoing support. After the visit, the staff sees the structured notes and clean alerts from our team instead of just raw data, extra phone calls. And billing is actually supported with documentation that fits right into an existing process.

Here’s another example. So, we worked with a solo PCP whose Medicare Advantage was already doing the check-ins, the roomings, the refills, prior authorizations. When we started, she was worried that this would be a one more job, and then three weeks in, she realized the only new step was a checkbox in the visit template and occasionally attaching our remote care note to the encounter. The rest of her day looked the same, but the difference is that the physician started seeing Medicare payments tied to the services that were happening between visits.

So that’s another point that I’d like to bring up with people. When we’re looking at– when we’re having conversations, I tell people, you’re already doing the work, whether you listen to our advice or not, you’re still doing the work. We’re just aligning it now so that you actually get paid.

Kelly: Right. And that’s an important piece of that, right?

Beverly: That’s a big, important piece of it. Yes, ma’am.

Kelly: Yes, it is. So, you highlight core programs like health and wellness, coaching, remote patient monitoring, and Brain Health Plus. How do these fit into a primary care practice’s existing chronic care management under Medicare Part B?

Beverly: Aha, I love you. Okay, so most primary care practices already live in the chronic care land. They’re shepherding diabetics, CHF, COPD, and older adults with memory concerns. The challenge is always aligning the real-world work with how Medicare actually pays for it. So, our health and wellness coaching, the RPM, and our signature product, BrainHealth+, those are programs that sit right on top of what they’re already doing. That ties into what I said before. You’re already doing the work. Now we’re just compensating for it. So, the coaching turns the physician’s plan into an ongoing actionable support. RPM turns the readings into a real process. In other words, triage, interventions, and physician-level decisions.

Now, BrainHealth+ gives them a structured way to track and support cognitive risks in their senior population. So, take a practice that had lots of hypertensive and diabetic patients who kept yo-yoing, going back and forth. The PCP was giving great advice in the room, but nothing happened between the visits. So, we layered in the coaching plus the RPM. And now the patients started getting nudges without– well, they got nudges about meds, about their diet, and about their activities. And then the PCP began to receive structured summaries instead of surprises six months later.

And the doctor even said, “It feels like my chronic care finally matches what Medicare thinks I’m actually doing.” The codes didn’t change. The infrastructure did. So again, that alignment of getting paid for the work that you’re already doing.

Kelly: Yeah. I mean, those nudges sound really important. I know my own dad would benefit a lot from that. Yeah. So, Beverly, independent PCPs often don’t have extra staff for outreach or data monitoring. How does your 100% staff-free or low staff model actually work in a private practice environment?

Beverly: So, when independents hear remote monitoring, they usually picture someone on their team glued to a dashboard all day. But that’s a non-starting. It would be for me too because I’m like, I thought you said I was going to be doing less and now you got me doing more. So, our model is built so that the practice doesn’t have to add that job. We handle the outreach. We handle the enrollments. We handle the monitoring and the coaching as well as the documentation. The practice sees the important signals and the revenue, not the noise. So, a good story here is let’s say there’s a three-exam room clinic that was flat out told, they flat out said to us, we will not hire another body for this. And if we have to hire an FTE, we’re out. They were very honest, straight up, just the way I like them. So, we’ve launched with 40 high-risk patients. We did all the outbound calls, the tech support, and the daily data review happened on our side. The doctor’s staff only saw a weekly summary and an occasional urgent alert. After the first quarter, the office manager actually said, “I kept waiting for the moment where we’d have to add a person and it never came.” So, when I say to people, “This is how we work,” I want people to understand, it’s not like we’re going to come in and you’re going to hear [inaudible], and the angels are singing, there is some work for the doctor to do as well. But what we’ve done is we’ve minimized that and he will review the records at the end of the week. It’ll take him, I don’t know, 15 to 30 seconds per patient, which is, what a cakewalk.

Kelly: Yeah. That time savings is, that’s money in their pockets too, right? So that’s–

Beverly: About 884 hours. That’s what we found when we did our surveys…we found the average was about 884 hours.

Kelly: Wow, that’s impressive. So, you mentioned significant improvements in adherence and reductions in hospital use. From a practice owner’s perspective, how do these clinical gains translate into sustained Medicare Part B revenue and practice stability?

Beverly: Okay, so we talk a lot about better adherence and fewer hospitalizations, but practice owners need to know that land is in their– well, practice owners need to know how that actually lands in their bank account. So, when patients are monitored and coached consistently, we found that crises dropped and predictable touch points go up. So instead of seeing patients only when they crash in the ER, the practice sees them through the scheduled visit, plus ongoing remote activities. We do the reviews, we do the coachings, we do the adjustments, and those are all tied to reimbursable work. So over time, that creates a steadier, more diversified Medicare revenue stream. Here’s another real-world example. We worked with a practice that had a small group of– we call them frequent flyers when they always go to the emergency room because sometimes that’s how they engage. They don’t have any other family members. And that’s a true statement. So, they were going in and out of the hospital. Once we wrapped them in the remote care monitoring with the coaching, their blood pressures came down, their meds were more consistent, and their hospital trips slowed dramatically. And so, the physician told us seeing them in the office when he was seeing them in the office when he planned to, not when the hospital sends him a note. So financially, the practice went from unpredictable, low margin chaos around those patients to a rhythm of billable remote care, plus planned follow-up. So the clinic wins, the revenue stabilizes, and that’s all what showed up together.

Kelly: Wow. No, that’s impressive. And I mean, it sounds like a win-win for everybody there. And for a primary care practice that is nervous about risk and upfront costs, how do you structure the financial side so they can start RPM and remote care under Medicare Part B without capital investment or overwhelming complexity?

Beverly: Oh, that, especially for small rural clinics, every penny counts. And one of the things I tell people, I say, “When you’re in a small community, there are four pillars. There’s the church for the soul, there’s the pharmacist for the body, there’s the bank for your money, and then there’s a beautician or a barber shop for how you look.” [laughter] Those four things, those matter. So, for many primary care physicians, the scariest part, it isn’t the clinical idea. It’s the financial risk. They’ve seen tech projects eat their cash and then disappear. So, we’ve structured things so that they don’t have to make a big bet.

No major upfront capital for platforms or devices. No requirements to hire a new team and hope the numbers pencil out. Our economics align with actual remote care activity, and everything runs through the familiar Medicare Part B pathways with the documentation to back it up. So, we knew of a practice owner who told us, “We loved the concept, but we literally cannot afford to be wrong.” And that’s why we say to people, “Well, listen, set up a limited launch.” I tell people, “Give us your hardest patients. So set up a limited launch where their only commitment was letting us work with that segment of their Medicare panel and sharing the data we needed.”

Now, device and staffing risks started with us. So, three months later, after seeing claims paid and patients stabilized, he saw the proof. And so, what he said was, “We got proof before we ever had to take a big leap.” And that’s our design. We let them tiptoe in, see the real outcomes and real revenues, and then decide how far they want to lean in. Because I’m going to tell you something, there’s nothing worse than throwing good money after bad, nothing.

Kelly: Yeah. No, and that’s a beautiful thing that you’re letting them kind of tiptoe into that and just kind of take a kind of little glimpse inside before they fully commit.

Beverly: Yes. Try it before you buy it. And even when I say buy it, there’s nothing to buy because there is no upfront cost. Like I said, we do everything. Now, the one thing that I will say that– and if I have time to plug this really quickly, BrainHealth+ is an amazing tool. The data has shown that patients who engage with this particular technology, it slows down the– if they have Alzheimer’s, or if they have dementia, or if they have balance problems, what we found is that using this app, it retards and slows down the rate of Alzheimer’s or dementia.

And we found that the relationships that people tend to develop with the therapist, they will tell the therapist things they may not tell the doctor. So that way, the doctor’s always informed because they’re letting them know in their notes, “Hey, here’s something that you may want to know about.” So, when the patient comes in, it’s like everybody’s on the same page. And the BrainHealth+, because it’s an app, we have something called Selfie to Healthy. It takes a picture of your face, reading the subcutaneous layers, and with 95% accuracy, it’ll give you your CO2, your blood pressure rate, and your heart rate. And so,S for seniors who are anxious, that’s a great tool for them because it just helps them alleviate that angst that they may have.

Kelly: Oh, definitely. Well, thank you so much, Beverly, for sharing your insights with us on revenue recovery that pays for itself, fixing hidden leaks. If a listener wants to learn more or contact you to discuss this topic further, how best can they do that?

Beverly: Oh, please, go to servehealrecover.com, or you can find us on LinkedIn. If you’d like to give us a call, we can be reached at 505-369-9613, or my personal number; it is 505-412-0995.

Kelly: Wonderful. Thank you for providing that. And thank you all for joining us for this episode of The Hospital Finance Podcast. Until next time…

[music] This concludes today’s episode of The Hospital Finance Podcast. For show notes and additional resources to help you protect and enhance revenue at your hospital, visit besler.holdings/podcasts. The Hospital Finance Podcast is a production of Besler Holdings.

If you have a topic that you’d like us to discuss on The Hospital Finance Podcast or if you’d like to be a guest, drop us a line at contact@besler.holdings.

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