Dental Billing Mistakes That Kill Your Collection Rates
[Music] Welcome to Dental Unscripted,
[Music] where Mike Dinsio and Paul Quinn break
down the practice ownership journey, one episode at a time.
Starting up, buying and running a successful dental practice.
[Music]
What up? What up, guys? Another episode of Dental Unscripted. I'm Mike Dinsio. We also got a few other folks in the
house today. So, Paula, of course, the the newest co-host to the program. What's up, Paula?
Hey, how's it going? Yeah. So, here we go. So, uh today is all about So, before
we introduce Stefani and what she does to the team, today's all about accounts receivables,
uh front office, uh you know, common pitfalls. We're going to get into all kinds of stuff, but um little
housekeeping folks. If you're watching this on startup unscripted or dental acquisition unscripted, please, please,
please get over to uh dental unscripted. we've merged the two in and uh it's one
program. So, just trying to get you guys to to to to jump over so that we can not manage three programs but one. So, um
please do that. But without further ado, let's uh let's get Paula. Paula, can you Why dental billing breaks down
uh please introduce our special guest and uh one of our favorites at Next Level. Uh who who else is on the program
today? Well, when I I don't know if she loves my intros, but I'll intro her.
Oh, no. My my intro with her is about the same as it is with mine. I I always just say, you know, Stefani's uh everything front
office. Um she leads our credentiing team, our uh remote billing team. She's
a front office coach with over 15 years experience, guru in all dental softwares
pretty much. I mean, the cloud's the cloud's up and coming, so you know, she's she's getting used to those um and
and learning those day by day. Um, but overall pretty much anything we need an
expert um, regarding the front office, it's who we call in. So, Swani, anything
you want to add to your experience? I know it's much more than that, but you know. No, I think you got it all in one quick
swipe. Yeah. So, uh, Stefani is super important. As Paula said, she she
touches pretty much every single one of our clients in a pretty big way. as uh Paul and I when we started a company, we
realized that uh we thought we knew front office and we definitely did not know front office. So uh Stefani's
filled that uh that huge huge hole within the organization. So anybody that needs front office help or anything,
Stefani is going to be the the lady to to handle that. But with Well, wait. And you know, I could get
some hate mail over this, but you know, I I do always I do always let everybody know, you
know, I pretty much kidnapped her from her last position. She you know, I I joke, but but it's it's
You did or not? I did. Well, you take the fall, but I actually
did it. Um, you know, it's it's jo all all joking aside, you know, I I you
know, it's no secret that I owned a dental practice and I'm a hygienist, so
I Okay, I don't know a lot about the front still to this day. I try play one on TV.
Um, you know, and I was I was forced to do a lot of a lot up front and you know,
a couple times, you know, I went through a couple front offices because I bought in COVID, you know, tough time for a lot
of people. everyone can relate to that who owned during COVID. Um, and I noticed I had a I had a big glass window
and I could sit there and stare at my front office person when I had time in between patients or whatever and I would
see them with the EOBS just and I'd pop up in the schedule and I'm like, that's
weird because we got a hole this afternoon, tomorrow's pretty much empty. Like, isn't there more important things
to be doing? And so I I looked to, you know, re uh outsource that and I had
like a gal I knew and then another. And so I went through a couple of those and then I switched to this company that
Stefani worked at. Went through a few in there. And you know, Stefani always jokes I was pretty mean to her at first,
but I I had I was pretty jaded by the activity that happened with my accounts
receivable between it was already a train wreck when I purchased. Anyone who's purchased an acquisition will also
understand that. Um, and when she came along, you know, after she put up with
me for a while, we we developed a great relationship, I think, and she really I
mean, it was spotless. Those AR buckets, which we'll talk about here in a minute, were were spoton. And I never really
actually gave that another thought after that. Um, besides my front office collecting over the counter.
Um, and so when I was leaving on my way out, when I sold my practice, I I don't
She could probably tell the story better than you, but I'm essentially like poking at her, asking her questions, and
then finally was like, "Hey, you know, you want to check us out and come with us?" And that was the end of the story.
I I don't know if was this episode how to steal employees from other dentist or
because I know from another it wasn't from another dental practice
for all you dentists watching. They're like, "Wait, this is their whole game plan is be coaches and steal their
best employees." Um, that's funny. No. Um, really the purpose of that story
was just to say, you know, it's not all billers are created equal. and we'll get into, you know, why the front office
probably shouldn't be doing it. I mean, there's more than one reason. Um, unless, you know, I don't know, I'm
there are some exceptions to everything. So, yeah, let's let's get into let's get into it. So, um, Insurance verification: the first line of defense
you know, I think we're going to cover a lot of topics um, today. I in in my mind
like I'm thinking about a dentist that uh or a practice owner that maybe you're
an associate. I've actually been talking to some associates lately that um have been really disappointed because they
get paid on collections. So any associate out out there that that uh is
like gosh um they don't collect anything up front. I don't get paid on that. Right? So, even associates, it doesn't
have to be PRA practice owners could could potentially keep their ears open on this episode, but I I'm just thinking
like h how would a practice owner really identify if their ARs are a
problem, right? Because I I feel like they kind of are in the back doing what
they do. Maybe they they're wondering why their ARs are so big and uh write offs happen.
And yeah, I was going to say adjusted production would be just as bad because if we'll get into treatment plans and
all that, but either way, if you're an associate and the ARs are a mess, it doesn't matter how you get paid, it's
going to suck. So, how would a dentist really uh or practice uh anybody that's interested,
how how would you really even attack to identify like if your ARs are out of
control? Yeah, I would start with identify like how how do you even know, Stefani? Like if
well I think the number one would be you feel it right you're stretching you're
almost not making payroll right you're foregoing on getting updated equipment
because money's just not there so number one it's just feeling it but I think if you sit back before you start feeling
the pain just to get a pulse right where am I at am I on the you know that fine
line between you know I'm great until I'm not great I think You have to see
what's out there and who's who has the liability. Is it my patients? Is it my,
you know, is it the insurance company? Because if we're collecting at the time of service, you know, we we got our
estimates pretty accurate. Really, the liability then should fall on the on the insurance company. And so, we really
tell our offices it's around that 30-day mark, right? Insurance companies have to
adhere to certain standards of processing claims within, you know, 30 days. So, anything after 30 days should
start having some question marks, right? Why am I not getting paid? What's going on with this claim? So, we, you know,
tell our providers, what's that number look like? How many claims are in these
buckets? Because ideally, no more than 30% should be over 30 days aging.
30 30%. No more than 30%. That's an average office claims
30% of outstanding claims should So in the in the Can you break it down even more? Is there
the third, you know, the over 30, the over 60, and the over 90 because you're talking about you're
talking about claims, right? So yeah. Well, I think sometimes when it goes to 90s, it goes to die, right? Like
it it it really should be minimal. It really does. It It's like Don't break Don't break our listeners
hearts. It goes to 90. It's dead. No, but I mean at that point we could be hitting timely filing especially for
these federal or Medicaid claims. I mean it's at a point where then you're going to have to eat the bullet and it's just
you can't collect it. But if we over 90 like no one's probably no one obviously
paid attention then when it got over 30 and then over 60 and then what about like a you know I don't know it as well
as you. What about it wouldn't even matter a secondary claim, right? It doesn't matter. No, it doesn't matter
sec because a claim is fresh, right? And so it's just talking about how long this balance is taking to age. So secondary
claims, it's still a liability, but also if our practice management software isn't telling us that there's a
liability on the insurance, it's going to show up in your patient AR, right? Um
but overall, you know, pulling that report to see how much is in the
insurance's hand and how much is it is it my patients, right? Because
with patients, it's more of my statement protocol, right? I'm not billing these patients after insurance pays. I didn't
collect at the time of service. I mean, it's harder, I feel, to collect patient AR than it is insurance. Well, I I was
actually just going to go there because when when we're looking at acquisitions, I had a conversation with an attorney
just more recently and I said, you know, why don't we value the claims at a
higher value than the patient portion? Because right now, for those that went
through an acquisition or considering it, and that's not this episode, but we we just kind of give the buckets the
same value. And the truth is is if it's if it's claims under 90, hell, let's pay
98% of it, right? If if it's Pat under under
let's not get cra Paul's like, let's not get crazy. But like if it's patience, it
it it becomes a different story because now you're the new owner and you got to have these weird conversations with your
patients about statements that haven't gone out. So let's get let's get to statements here later on maybe some
pitfalls but just just simply identifying I think you gave us some some good percentages is 30% of your
claims should less than 30% should be less than 30
yeah so you want your current your zero to to 30 to be the bulk of your claims right that are outstanding so 70% or
more should be in the 0 to 30 now what about both like I think you you always coach our clients on percentages
per bucket for get claims for get patient just in general. What are those?
If a doctor pulled up their AR and saw 30 60 90 or the the the aging and they
divide it by the total, what are what are those percentages? Yeah. So, I mean, anything 90 and over, we look for less than 7%. Right. 7%. I
mean, anything after that, like I said, it's going to die. It's just it's really
really hard. But then we're looking at that 60 to 90 and usually, you know, Claim denials and how to prevent them
that's where it's our last ditch attempt to even get something paid. And so we're looking around 13%, right? And then
Yeah. Because that's like going into appeals, right? We give that time and then, you know, doing the math, it's 10%
for 30 to 60. Cool. Perfect. I I uh it was funny. I
just did an analysis the other day, uh, Paula, and the percentages per bucket
was in line, but the total amounts were
in my mind massive for the size of the practice. So, Paul, didn't don't you
have a a rule, a general rule on how much your total AR should be of the practice? Like, if I just looked at
total ARs? You're asking me? Why are you asking? I mean I mean I mean I I I think you you
always used to say one month's worth of collection production zero to 30 that's zero to 30 one month's
and the whole ARS all ARs 0 to 30 should be one month's production
because if if you produced 100 this month you would have a hundred between patient and insurance. Yeah.
It shouldn't be any more than that. I'm not saying that. So, so this practice ha this practice did 500,000
uh in in collections last year and it had 250,000 in ARS.
So that's half of a year sitting in ARs. Do you see what I'm saying? So So if I'm at 500,000, I divided it by 12. You
technically should only have about 50 grand sitting in AR total.
That's it. And they had 250. So, it's not just percent, but it's also the the
whole amount, the whole anchelada. Um, well, um, let's let's get off how to
identify. I mean, if it's just messy, it's messy. But I, if anything, I took away, don't just look at total ARS, look
at claims and patient and look at your percentages per bucket and go from
there. Does it does that and I and I think the key you know one of the things we coach on is is you know
something just looking at daily you know daily weekly monthly you know when you
when we get an office can tell you better than I it's it's a hot mess you
know um even the best of the front office uh people that are super
comfortable it's still getting a lot of people well yeah you know and sure especially
when you're like Hey, my office collects 100%. Right? Yeah, that's great. You're
collecting what you're producing, but it should be well over 100% with the AR that you have, right? That means that
we're not actively working on collecting that sitting AR. Otherwise, it would be
well over 100%. So, we're collecting what we're producing and tackling the AR.
Yeah. Well, to Paula's point, then um Okay. So now we've identified if the ARs
are a mess or not a mess. Then now it's like what reports should
we pull and how often should we pull those? So if you're a business owner
Paul or Stefani are are you like coaching which reports to pull daily and
which ones to pull monthly? Like how would you approach that? I mean, I am a weekly kind of person because I map out
my time management in the front office of what jobs duties do we have and how can I tackle them within the week,
right? Because then I'm actively working every single week on this same goal, right? To decrease my AR. So, weekly I'm
looking at my credits. Credits are really important to look at in a dental practice because it's giving you a false
security blanket. It's mask. Every dollar you have in credit is a dollar somebody owes you. So, you know, you
could be over collecting on one patient and underolcting on one and you're not feeling it, right? So, it masks it. So,
I want to get a pulse on my credits because most of the time, Paula can attest to it. They're not even real.
It's inaccurate adjustments. Um, it's giving professional discounts where we didn't need to. courtesy here, you know.
So, it getting a pulse on your credits. I think the other report
Can I say that? Can I say that just a little bit different? I like where you're heading with this. Can I just say
offset or mask offset? So, kind of the same thing, right? So, if I I just want to say it in dummy
style, my my style. So, so if I had So, if I had $5 of ARs and I had $1 of
credit, my ARs are going to show four, right? And so it's bare it's buried in there and it so really your ARs are
bigger if you have credits because they're offsetting. Is that that's what you mean by M? Okay.
So then you know weekly I'm looking at what claims now entered the you know
30-day and over bucket right because if everything worked out well I should have
gotten my claim process and paid within 30 days even earlier if you're enrolled in EFTs. You know, sometimes we give
grace to offices because we're dealing with mail and, you know, mail stinks. USPS is like snail mail. But at that
30-day, I should have some kind of pulse on what's going on. Why isn't it here? Dental coding tips to maximize collections
Is it processed? Great. Did it get paid? Is it check on the way? Right? Because otherwise I have that portion is going
to be small, right? Most of the time our claims do get paid on a regular basis without any problems. But there are
problems some, right? Insurance companies make it difficult to get paid. It's just what is happening. So if we're
not strong on the claims going out, we've got to be strong on trying to get the claims back in. Right? So getting a
pulse the 30 days and over, documenting, touching it, and being intentional,
right? Next, I'm going to look at when's the last time I'm billing patients. If we're moving on to the side of patient AR,
when's the last time I build these patients? Um, you know, I should be able to pull in my practice management
software to see the last time statements were sent. Is my team on top of this? Do we have new balances? Right? Do they
need statements? So, those are the reports I'm looking at weekly. On a
monthly basis, I'm looking at the overall production, right? What did we produce versus what did we collect?
What's our collection rate looking like? You know, if we are just an office that has AR, my expectation is that it's over
100%. We're collecting what we're producing in addition to collecting past due AR. It's constantly being worked on.
Wait, it's so funny. So, so I I see a lot of reports because we Paula and I do a lot of acquisitions and they and then
they land in your plate and you got to fix them all up on the front end on the
collections they are. But on the front end when I pull these reports like it's I I very rarely see 100% collections
and I'm wondering how much of that is a poor is poor collections or is it the whole
adjustment problem? So it's does that make sense what I mean? Yeah it is it's different in different
softwares and I guess you have to take that with a grain of salt. You know, if you have indentric, I'll give you the
example. If we're not paying attention to what adjustments are decreasing production and if they're applied on
collections, what it's doing, it's giving us a false sense of a transaction that occurred. Right? Instead of
collecting $5, I wrote off $5. Still got me to zero, but in the reporting, it's
showing that I collected it, right? Because it's affecting my collection numbers. So, you know, in in dentric
specifically, but in, you know, let's just even give you the open dental,
right? If you don't have everything labeled correctly, right, we can't maneuver
through these um the difference between if it was on collections or not. Yeah. So
cuz cuz I see I mean Paula when you see an office that
Well, actually when you owned and you pulled your adjustment reports.
So I'm I'm wondering what your adjustments were when you bought the practice and then I'm wondering what
they looked like by the time you sold it and everything that went into fixing
that. I mean, that's like a 12 episode episode uh on Not really. I mean, I I feel like it's
one of the first things Stefani and I tackle in an office. I'm gonna I'm gonna pretend like we're because we are
partners. Pretend like I'm doing it, too. Um, but essentially, it is one of the things we
look at whenever we see over a couple thousand dollars of adjustments. We, you
know, this is I always I stole this from Stefani and I like to be the one to claim it, but adjustments should be an
exception and not the rule. And basically what we're saying is every adjustment should tell a story. Now, you
can have an in-house membership plan, but even we teach you how to adjust that appropriately. But really, and what I
mean by that is like if you're doing bite wings too soon and you didn't let the patient know, you're going to have
to adjust them off. the practice has to eat it. Well, we want to know that because that means there's an insurance
verification problem. You know what I mean? So, it tells a story of like, was it our mess up as a dental practice? Are
or, you know, do we have to tighten up our insurance verification process? Are we just not entering things appropriately? So, when you start seeing
those adjustments, you're able to like say, okay, we got to tighten up whatever system. Um,
and I think you a false sense of real numbers, right? If you're depending on adjustments, you think you're scheduling
to goal and here you are, you know, 30 days later after the insurance, you
know, pays and here that day didn't even pan out how you thought it was. It's really difficult, I can imagine.
So, it's understanding the adjustments and then allocating them to the right bucket. We never want, you know, an
office to overpay or underpay an associate. We don't, like Stefani said, we don't want them to feel like they're
scheduling to go when they're not. So, we want it to be real money. Um, you know, I get doctors all the time, you
know, you go to a seminar, you do something and they, yeah, I do, you know, $2 million and then you get in
their software and it's 1.2, you know, it's no, that was it's not real money. I
mean, yay, 1.2 is still amazing, but no, it was not two million. Um, so I think,
you know, really the the answer to your question is yes, it was a show when I bought it. it was cleaned up, you
know, thanks to Stefani and it is now one of the first things we look at when we, you know, see all these adjustments.
We want to make sure that, you know, they're doing that appropriately. At the end of the day with a statement
protocol, with the adjustments, with all it affects the patient and then the patient's mad even though they owe it,
they're mad and then they leave the practice. Stefani always always says
patients don't typically leave a practice because the dentist, the assistant or the hygienist. Not
typically. I mean, it can happen. It's usually the front office and it's due to those errors. Estimating
inappropriately, uh, sending a statement three months after it's all over, uh, forgetting to
put something on a treatment plan, you know, that's when they blow up. So,
yeah. I I um you guys are just just hitting all of this. Uh I mean, I'm
sitting back wondering like someone's driving their car right now and they're like, "What the hell? There's all these
things going on at the front." And that's so true, isn't it? That you go up at the front desk and you're like, "What
does Nancy Joe do all day?" But she's so busy, but I don't know really what she is doing. This is exactly what she's
doing. she's she's got a hundred trillion things going on and it's um
it's it's challenging for her or him and uh uh I I guess that is really like a
plug for remote services and we're going to we're going to get there get there here in this in uh on the next episode.
So stay tuned on the next uh episode and we're going to I think publish these back toback. But uh before we get there,
if we stay within the how to fix the front office as it is,
it's so it's almost like, okay, and we got clients that are like this. They they just want everything in house. And
I I can totally appreciate that. They just want it all in house. They feel like they're getting the best value. They they think that there's going to be
more control or or maybe they can do a perio chart for me and also Bill and they're getting more out of that
employee. I can appreciate all that, but if you've already identified that
stuff's not happening, right? We already talked about in the beginning of this episode,
what makes you think that like this person's a super superwoman? Like she's just not and she needs help and uh and
so so and so this is kind of the way of the the the future of dentistry, I think, is is getting a lot of services
out out of the office. And um anyways, that's next episode preview for next
episode. But let's stay within the how do we fix Nancy Joe in the office on
some basic stuff. What are some common pitfalls? Um and I realize the feedback's coming
from Stefani. So when Stefani wants to talk, I'm going to unmute her. When I want to talk, I'll I have to mute her.
So, so Stefani, um, what are like you coach these girls every single day
and men can't can't be sexist on a on a podcast, men and women doing the front
office. What do you think like the most simple things that a that a listener, an Fixing the revenue cycle to improve cash flow
owner can do, start micromanaging, if that's a dirty word, what are some of those little things that they can do
that immediately fix this uh this AR situation? And I I know we already touched on it, but maybe touch on it
again before we close this episode out. I think it's the preventative measures, right? It's the insurance verification,
making sure it's active, we have the right insurance demographics where it's going to. I think that's number one,
right? Is it going to make it to where it needs to go? I think Paula would
obviously agree with that. You always say garbage in, garbage out, right? Yeah.
And I think my next one would be don't send that claim until it's per it's
clean, right? You guys always talk about clean claims. What that means is if I don't have what I need, I'm not going to
send it because what's going to happen is I'm going to send it. The insurance company's going to ask for more or deny
it. And now I've made more work for myself to appeal it when I could have just waited until I had what I needed.
So I would say keep it keeping it simple is you know verifying that it should be
in the insurance hands and then making sure when it's there it has the insurance company has everything it
needs. Yeah, I love that. So I heard insurance verification.
I heard an entry and entry clean entry garbage in garbage out. Clean insurance and then don't force a
claim. just make it beautiful before you send. Yeah, it doesn't it doesn't have to go
out the minute, you know, it's the practice management software, you complete the appointment and front
office people think you have to shoot that claim out like bam. It's like, wait a minute, let let everybody make sure
the fluoride got in, that the the buildup got in, make sure it's posted to
the right provider. Did they actually finish their clinical notes to where they're good? you know, um, don't send
it out until it's okay if it goes the next day. It's it what you're going to get it processed one day sooner. Like,
it's not a big deal. I I would make your protocol next day anyway. Everyone's
tired at the end of the day. Everyone's in a hurry in the middle of the day. They're just going to shoot at the shoot
it out there and it's it's going to be missing stuff. And then the hygienist is going to run up and say, "Oh my gosh, I
forgot to attach the fluoride." And it's like, "Oh Jesus, claims out." So, so Stefani, um
I I is that what front office people do? They feel the pressure of getting the claims out and rush it and then they
don't have a protocol to stock that claim. I know you have an infamous quote,
but like is that pretty common? I I could see I could see that being a thing where they feel like they're not doing
their job by getting a claim out quick because they're afraid of the aging, but really that's their worst nightmare
because it's not it's going to get held up. I could see that being a thing. I think it's it's just easy to cross off
something off your list, right? And so, as the front office, we are so
trained to be reactionary, right, in our day-to-day functions when we can just
take a step back, sit, let everybody review everything, and then I can get it done because I can make it into a flow
of a system, right? So, I don't feel that way. But it's interesting to hear,
you know, I remember like, "Oh, I want to get this in. I want to get paid sooner." The insurance company coming
back saying, "We're not even gonna process this until Thursday. You got a deadline till Thursday." Right? Like,
and I here I am busting it. But one of my most annoying thing is is not billing a 230, that additional PA,
because the claim has already gone out with the initial PA, you know, the 22.
And here the doc's like, "Actually, we took a second one. Now I have to bill an additional PA code on a claim all by
itself. It's gonna get denied. I just made a ton of work for myself when I
could have just waited. So So not to not to extend this episode a
little further, but like I think that's gold because the doctors are listening to this program, not front office. We're
not at ADOM doing a live uh podcast today. We're sitting at our house and
we're speaking to a bunch of dentists that are probably driving into their work. So, what I heard was dentists,
providers, hygienists included. I don't know where you live, but it's 10:30 in the Pacific
and it's all right. 1:30 Eastern Standard
New York right now. I'm worried about him. when this gets published and people are listening to it on their way. Uh
oh. Um slow down, pull a production report daily
and make sure nothing was missed. It sounds like dental assistants need to to be part of this too because they're the
ones that take the X-rays. I don't know. You guys I mean like clinical team needs to get their act together in the back. I
I feel like you right now are opening up an entire different can of worms of
Of course. That's what I do. Yeah. The whole process. I mean, like Savani and I could go so deep into this
it would make your head spin and I know you're not going to allow that. So, just chill out. Yes.
Yeah. It is it is, you know, being an owner. Listen, there's a difference
between micromanaging and being a smart business person. And I I feel like, you
know, Savani does things weekly because she blocks her time. And so, as a front
office, you're blocking time. As an owner, I I feel like what I learned is
having my eye on it every day because I don't even understand it. I'm not going to sit down at the end of the week and
look at five day sheets, adjustments, uh, payments. So, if I can between
patients do what I can control, right? Um, make sure all the stuff's in for the
front office to process the claim, you know, that second PA, what are all those things? I think looking to make sure the
patient made their next appointment. I think making sure that the patient paid a co-ay. If I'm glancing at this all day
long, that at the end of the day, I don't have to stay two hours after. I don't have to stress on Friday. I don't
have to stress at the end of the month. I don't have to stress at the end of the year because let's face it, that's people start stressing in about October,
November, they're not going to meet goal. Well, hello, you know. Yeah. Um so I think there's little things you
can do every day, every week, every month that you can feel really confident
about um with your front office. And what I love about what Stefani coaches
is, you know, I could be wrong on this and she can she can define it, but
there's four things, three or four things every day. Some of them can just be done in between patients that is
going going to save your financial status. I mean, is the best way I can
say it, Stefani? I love that. You know, it is true. It's the Final thoughts & action steps
prevention. And I though really like to focus on, right? I'm prepared for this patient. I know what they need to pay,
what they should have paid last time, you know, balances. I I know that they're eligible. I think prevention
allows time to utilize the time in between patients, you know, efficiently.
Um, so I do agree with Paulie, you know, checking your everybody has a role to
play in a practice. I depend on the doctors to have the right codes, the right uh surfaces, right? The right a
fee attached. They rely on me to send the claims correctly with the right documentation
and collect over the counter and collect over the counter. They expect me to post it back correctly,
making sure that the patient's getting build. So, everybody has a role to play. Um, and so one disruption in that can
really just have an avalanche kind of effect. Yeah, that's perfect. Well, with that being
said, I'm going to Are we going to do uh pit pitfalls on the I mean we didn't really do
I mean I heard I heard a lot of pitfalls in there. Um I mean there are pitfalls. I I just
didn't know if we wanted to wrap them up or Yeah. Well, let's let's let's hit pitfalls on on round two. Stay uh that
this kind of concludes part one of uh the the billing and um uh the AR
conversation. we're going to pivot to pitfalls and potentially um looking at
remote services, outsourcing some of these services to help your front office. So, what we really did to uh on
this episode is how to identify what are the things that uh you could do to fix it, what are the common pitfalls,
cleaning all of this up, owning every single process daily, weekly, monthly. But if you're like, "Shit, I'm done with
I can't do all of this." then then a solution would be maybe it's time to
outsource. So, let's let's uh let's wrap this up, ladies. Stay on uh the line. We're going to keep this live, but uh
let's close this one down. So, hang tight.
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