Eligibility specialists, coders, billers and AR analysts dedicated to your organization, recruited and employed by Connext in-country.
Quick answer
A revenue cycle team makes sure the care a provider delivers actually gets paid for: coverage checked before the visit, the claim built and submitted after it, and the balance worked until it closes. At Connext, that work is done by eligibility specialists, coders, billers and AR analysts who sit inside your system and your queues, on the KPIs your finance team already reports.
Registration, eligibility, authorization, documentation, coding, the claim, the payer's answer, the payment, the denial, the balance. Miss one of those and the money does not disappear dramatically. It ages, quietly, in a queue nobody has had time to open. A revenue cycle team is the group of people whose entire job is that queue.
Connext RCM Teams are the eligibility specialists, coders, billers and AR analysts who do that work all day, inside your system and on your KPIs. You keep running the clinical operation. They keep the money moving through it.
The software already tells you a claim was denied. Someone still has to read the reason code, correct it and send it back. When that seat is empty, the report stays accurate and the money still does not arrive.
Every dollar you earn has to survive about thirteen steps before it reaches the bank. Most of what goes missing, goes missing on the way.
Talk to us about your cycleWe do not run your revenue cycle. We staff it, employ the people and keep them performing, while you keep deciding how the work gets done.
Roles scoped in 48 hours and screened against your payers, your specialty and your system. You interview the shortlist and you choose who joins. Average time to hire is 21 days.
Connext is the legal employer: contracts, payroll, benefits, local compliance, equipment and secure facilities. You direct the work without opening an entity abroad.
Your platform stays the system of record. The team works your queues with role-based access, under your SOPs and your escalation rules. No parallel tracker, no second source of truth.
Weekly reviews, QA that runs while the work runs, and retention management that keeps annual attrition near 20% against a 50% industry standard. The team is co-managed, not handed over.
The cycle runs in three stages, and each one hands its mistakes to the next.
TASK 01
Registration, insurance verification and prior authorization. Most denials are decided here, before anyone has provided any care.
TASK 02
Charge capture, documentation review and coding, then a claim built to that payer's rules and submitted clean the first time.
TASK 03
Payment posting, denial management, AR follow-up and collections, worked in order of what is aging rather than what is easy.
Across all of it: audit trails, error tracking and the reporting your leadership reviews, so the numbers on the dashboard match the queues underneath them.
When the cycle is staffed, cash arrives on a rhythm you can plan around. When it is not, the rhythm breaks somewhere nobody is watching.
A vacancy in eligibility shows up sixty days later as a denial. A gap in AR shows up as claims that crossed the filing deadline while nobody was looking. Because each stage feeds the next, one short seat does not slow one queue: it moves the denial rate, the days in AR and the write-off line at the same time. That is why RCM staffing problems almost always show up as finance problems, months after they started.
32%
Of denials traced back to incomplete or missing insurance data captured at registration (Experian Health, State of Claims 2025)
13 hrs
A week, per physician, that staff spend on prior authorization requests alone (American Medical Association, 2024)
80%
Of revenue cycle leaders report annual turnover between 11% and 40% on their own teams (Experian Health)
80%
Of revenue cycle leaders report annual turnover between 11% and 40% on their own teams (Experian Health)
80%
Of revenue cycle leaders report annual turnover between 11% and 40% on their own teams (Experian Health)
80%
Of revenue cycle leaders report annual turnover between 11% and 40% on their own teams (Experian Health)
Most of the time it is not the people. It is what nobody agreed before day one.
Offshore revenue cycle work succeeds when the operating model is built first and the team second. When it goes wrong, it usually goes wrong for one of five reasons, and every one of them is decided before anyone touches your queues. Worth reading before you sign with anyone, including us.
Confirms coverage and benefits before the visit. The cheapest seat to fill and the one that prevents the most denials.
Find out more→Builds and submits the claim, posts the payment and works the balance. The core seat of the back end.
Find out more→Works the aging report in order of what is oldest and largest, chasing the payer or the patient until the balance closes.
Find out more→Submits and follows up authorization requests, tracks the ones that expire, and chases the payer for the answer nobody else has time to chase.
Find out more→Works the denial queue and the appeals, and reports the reason codes that keep repeating so the pattern can be fixed upstream.
Find out more→Samples the work while it is being done and reports the error rate to you, not to us. This is the seat most teams skip and most regret skipping.
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Wherever it is bleeding. You do not have to hand over the whole cycle to start, and most clients do not.
Eligibility and prior authorization are the cheapest seats to add and the fastest to show a number, because they prevent the denial instead of appealing it. This is where most engagements start.
If appeals are being dropped and balances are crossing 90 days, we start on the denial queue and the follow-up, then work backwards to whatever upstream step is causing them.
A hiring freeze, a resignation you cannot backfill, a system migration that doubles the workload for two quarters. A team can carry a queue for a defined period without becoming permanent.
Front to back, on your QA thresholds, your reporting and your escalation path. This is where most clients end up, and almost none of them start.
You do.
Connext works inside the terms you negotiated and does not talk to payers on your behalf about rates.
You do.
Days in AR, clean claim rate, denial rate: you set the targets, and you see the raw numbers behind them rather than a summary.
Your finance team.
Adjustments follow the thresholds you set, and anything outside them escalates before it is posted.
Your compliance function.
Connext supplies the audit trail, the sampling and the error log that feed it, under signed BAAs and SOC 2 Type II controls.
